Motivation
four major ways to increase self-efficacy
Enactive mastery,Vicarious modeling, Verbal persuasion, Arousal
Three key elements of motivation
Many people incorrectly view motivation as a personal trait. Motivation is the result of the interaction of the individual and the situation. Motivation is "the processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal."
Contemporary Theories of Motivation
When extrinsic rewards are used as payoffs for performance, employees feel they are doing a good job more for the reward than for the intrinsic enjoyment of the work.
Self-Efficacy Theory
based on the assumption that people who believe that they have the ability to perform a task will be more likely to succeed.
procedural justice
focuses on our perceptions of the fairness of the organizational methods and how they are enforce/implemented
Interactional Justice
refers to an individual's perception that they are treated with dignity, concern, and respect by management.
Informational Justice
refers to the perceived openness and clarity of communication provided by management.
Goal-Setting Theory
Goals tell an employee where to direct their effort and how much effort is needed.
Criticisms of Herzberg's theory:
Limited because it relies on self-reports - he asked people to list what they found satisfying versus dissatisfying at work. The reliability of methodology is questioned. No overall measure of satisfaction was utilized, so he forced people to group factors into the two categories
Expectancy theory
also referred to as VIE Theory, argues that a tendency to act in a certain way depends on an expectation that the act will be followed by a given outcome and the attractiveness of that outcome to the individual.
Operant conditioning theory
argues that people learn to behave to get something they want (raise, promotion) or to avoid something they don't want (lose their job).
Intensity
concerned with how hard a person tries
Goal Acceptance:
early researchers assumed that if employees participate in the goal setting process, performance would improve
Equity Theory
employees look at what they get from a job to what they put into it compared to referent others.
Verbal persuasion
encouragement by others
The three key elements of motivation
intensity, direction, and persistence.
Persistence
is a measure of how long a person can maintain his/her effort; motivated individuals stay with a task long enough to achieve their goals
Need for affiliation
is the desire for friendly and close interpersonal relationships
Direction
is the orientation of effort toward goals that benefits the organization; it is where someone puts there effort.
Enactive mastery
most important source of self efficacy; refers to gaining experience with the task or job.
Evidence of thousands of studies strongly suggests...
that specific goals increase performance, that difficult (but attainable), goals when accepted, result in higher performance than do easy goals; and that goals combined with feedback leads to higher performance than goals without feedback.
Need for achievement
the drive to excel, to achieve in relation to a set of standards, to strive to succeed.
cognitive evaluation theory
which posits that extrinsic rewards will reduce intrinsic interest in a task (e.g., golf). People paid for work feel less like they want to do it and more like they have to it.
Organizational Practice based on goal setting theory.
Four common components: Specific, measurable and attainable goals Participation in goal setting process Time bound Performance feedback
goal-setting
Goal-setting is a cognitive approach, proposing that an individual's purpose directs action
Maslow's hierarchy of needs .
He hypothesized that within every human being there exists a hierarchy of five needs.
Classical Theories of Motivation
Hierarchy of Needs Theory Theory X and Theory Y Two-Factor Theory McClelland's Theory of Needs
Needs hierarchy:
Physiological: food, shelter, water, and other biological needs Safety: security and protection from physical and emotional harm Social: affection, belongingness, acceptance, and friendship Esteem: Internal well-being including self-respect, achievement, autonomy, independence and external well being including recognition, status, and attention Self-actualization: drive to become what we are capable of becoming, living up to our potential and the accompanying feelings of self-fulfillment
Herzberg's Two-Factor Theory
Satisfaction and dissatisfaction cannot be measured on a single continuum because they are different constructs Satisfaction derives from the intrinsic nature of the work (motivating factors)
McClelland's Theory of Needs
The theory focuses on three needs: achievement, power, and affiliation.
Theory X
assumptions are basically negative. Employees inherently dislike work and, whenever possible, will attempt to avoid it. They must be coerced, controlled, or threatened with punishment lower-order needs dominate individuals
Theory Y
assumptions are basically positive. Employees can view work as being as natural as rest or play. The average employee can learn to accept, and even seek, responsibility. higher-order needs dominate individuals
distributive justice
comparison of amount of rewards
Vicarious modeling
confidence increases through the success of others (I can do that too); more effective when we see the other person as similar to ourselves
Reinforcement theory
in contrast, takes a behavioristic view, arguing that reinforcement conditions behavior.
Self-Determination Theory
proposes that people prefer to feel they have control over their actions. Anything that makes a previously enjoyed activity feel like an obligation rather than a freely chosen activity will negatively impact motivation.
Need for power
the need to make others behave in a way they would not have otherwise
organizational justice
the overall perception of fairness in the workplace
Arousal
when we are in a state of higher arousal due to some stimulus, we are more likely to be able to increase our self-efficacy (getting psyched up for a task)
