hrm exam 2

Motivation (class definition)

A set of energetic forces that originate from both within as well as beyond an individual's being, to initiate work-related behavior, and to determine its form, direction, intensity, and duration.

Internal sources of motivation

Purpose, emotions, love, education, need for achievement/success.

External sources of motivation

Reputation, money, pressure, peer pressure.

Three components of motivation

Direction (what behavior is chosen), Intensity (how hard one works), Duration/Persistence (how long one keeps trying).

Motivation ≠ Performance

Motivation influences performance, but skills and abilities are also needed to perform well.

Intrinsically motivated work behavior

Behavior performed for its own sake—comes from doing the work itself (e.g., accomplishment, challenge, contribution).

Extrinsically motivated work behavior

Behavior performed for rewards or to avoid punishment (e.g., pay, praise, status).

Motivator factors

Internal factors related to the work itself—achievement, recognition, responsibility, work itself, advancement, personal growth.

Hygiene factors

External factors like working conditions, coworker relations, policies, supervisor quality, pay.

Result of unfulfilled hygiene needs

Dissatisfaction.

Result of fulfilled motivator needs

Satisfaction.

How to manage satisfaction and dissatisfaction

Improve motivator factors to increase satisfaction; improve hygiene factors to decrease dissatisfaction.

Maslow's hierarchy of needs (lowest to highest)

Physiological → Safety → Belongingness → Esteem → Self-Actualization.

Principle of progression (Maslow)

Lower-level needs must be satisfied before higher-level needs become motivators.

Effect of satisfying a need (Maslow)

It no longer motivates behavior.

ERG needs (highest to lowest)

Growth → Relatedness → Existence.

How ERG differs from Maslow

You can move up and down; higher-level needs can motivate even if lower ones aren't met. Frustration at higher levels can increase motivation for lower-level needs.

VIE model components

Valence, Instrumentality, Expectancy.

Valence

The attractiveness or value of outcomes to the individual.

Instrumentality

The belief that first-level outcomes (performance) lead to second-level outcomes (rewards).

Expectancy

The belief that effort leads to performance ('If I work hard, can I do it?').

When one component of VIE = 0

Motivation (Force) = 0.

Equity Theory

Motivation depends on fairness in the ratio of inputs to outcomes compared to others.

Inputs and outcomes

Inputs = contributions (effort, time, skills). Outcomes = rewards (pay, recognition).

How people restore equity

Behaviorally (change inputs/outcomes, quit) or cognitively (distort perceptions, change comparison person).

Two general decision-making approaches

Algorithmic (systematic, correct result) and Heuristic (mental shortcut).

Availability heuristic

Judging likelihood based on how easily examples come to mind.

Representativeness heuristic

Judging by how typical something seems, ignoring base rates.

Anchoring and adjustment heuristic

Starting from an initial anchor and adjusting to reach a decision.

Gambler's fallacy

Believing past random events affect future probabilities.

Hindsight bias

Believing you 'knew it all along' after learning the outcome.

Fixed-pie error

Thinking the other party's interests are always opposite to your own.

Stress

The negative psychological and physiological process that occurs as individuals try to adjust or deal with stressors.

Stress players

Stressors → Stress Reaction, moderated by Stress Moderators.

Stages of General Adaptation Syndrome (GAS)

Alarm → Resistance → Exhaustion.

Burnout

A syndrome with exhaustion, cynicism/detachment, and a sense of ineffectiveness.

Type A vs. Type B personality

Type A = competitive, impatient, aggressive. Type B = relaxed, less time-focused.

Type D personality

Distressed; chronic negativity, pessimism, social inhibition.

Great "Man" Theory

History shaped by the acts of great individuals—leadership is innate.

Six key traits (Kirkpatrick & Locke)

Drive, Motivation, Honesty/Integrity, Self-confidence, Intelligence, Knowledge of business.

Ohio State leadership dimensions

Consideration (trust/respect for people) and Initiating Structure (defining roles and goals).

Contingency Theory proposer

Fred Fiedler.

Fiedler's two key factors

Leadership style (measured by LPC) and situational favorability.

Determinants of situational favorability

Leader-member relations, task structure, and position power (in that order).

When LPC leaders are most effective

Low LPC → very favorable or very unfavorable situations; High LPC → moderately favorable situations.

Vroom-Yetton Decision-Making Model

Guides leaders in selecting the most effective decision-making style based on the situation.

Charismatic/Transformational Leadership

Vision, rhetorical skill, image/trust building, personalized leadership.

Transactional Leadership

A leader-follower exchange relationship based on rewards and compliance; tends to be temporary.