MGT 3200 CH 13

motivation

motivation

set forces that initiates, directs, and makes people persist in their efforts to accomplish a goal

job performance

motivation x ability x situational constraints

heart of motivation

initiation of effort, direction of effort, persistance of effort

initiation of effort

concerned w the choices that ppl make about how much effort they put forth in jobs

direction of effort

concerned w the choices that ppl make in deciding where to put forth effort in their jobs

persistance of effort

concerned w the choices that ppl make about how long they will put forth effort in their jobs before reducing or eliminating those efforts

ability

the degree to which workers possess the knowledge, skills and talent needed to do a job well

situational constraints

factors beyond control of the individual employees, such as tools, policies, and resources that have effect on job performance

needs

physical or psychological requirements that must be met to ensure survival and well being

Maslow's hierarchy of needs

suggests people are motivated by physiological (food/water), safety (Physical/economic), belongingness (friendship, love, social interaction), esteem (achievement/recognition), self actualization (realizing full potential needs)

Alderfer's ERG Theory

suggests people are motivated by need existence (safety + physiological), relatedness (belongingness), and growth (esteem + self actualization)

McClelland's learned needs theory

ppl are motivated by the need for affiliation (to be liked/accepted), the need for achievement (accomplish challenging goals), or the need for power (influencing others)

lower ordered needs

concerned w safety & physiological & existence requirements

higher ordered needs

concerned w relationships, challenges & accomplishments, and influence

extrinsic rewards

tangible, visible to others, given based on performance of specific tasks/behaviors

intrinsic rewards

natural reward for performing task/activity for its own sake

equity theory

states that ppl will be motivated when they perceive that they are being treated fairly

inputs

contributions employees make to the org

outcomes

rewards employees receive for their contributions

referents

others w whom ppl compare themselves to determine if they have been treated fairly

outcome/input (O/I) ratio

an employees perception of how the rewards received from an org compare w the employee's contributions to that org

underreward

form of inequity in which you are getting FEWER outcomes relative to inputs than your referent is getting

overreward

form of inequity in which you are getting more outcomes relative to inputs than your referent

distributive justice

perceived degree to which outcomes and rewards are fairly distributed or allocated

procedural justice

perceived fairness of the process used to make reward allocation decisions

expectancy theory

theory that ppl will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and they they will be offered attractive rewards

valence

attractiveness/desirability of a reward/outcome

expectancy

perceived relationship btw effort and performance

instrumentality

perceived relationship btw performance and rewards

motivation equation

valence x expectancy x instrumentality

empowerment

feeling of intrinsic motivation in which employees perceive their work to have meaning and perceive themselves to be competent, to have an impact, and to be capable of self

reinforcement theory

theory that behavior is a function of its consequences =, that behaviors followed by positive consequences will occur more frequently, and that behavior followed by negative consequences, or not followed by positive consequences will occur less frequent

reinforcement

process of changing behavior by changing the consequences that follow behavior

reinforcement contingencies

cause & effect relationships btw performance of specific behaviors/consequences

schedules of contingencies

rules that specify which behavior will be reinforced, which consequences will follow those behaviors, and the schedule by which those consequences will be delivered

punishment

reinforcement that weakens behavior by following behaviors w undesirable consequences

extinction

reinforcement in which a positive consequence is no longer allowed to follow a previously reinforced behavior, thus weakening the behavior

continuous reinforcement schedule

schedule that requires a consequence to be administered following every instance of a behavior

intermittent reinforcement schedule

schedule which consequences are delivered after a specified or average time has elapsed or after a specified/average number of behaviors has occurred

fixed interval reinforcement schedule

intermittent schedule in which consequences follow a behavior only after a fixed time has elapsed (time)

variable interval reinforcement schedule

intermittent schedule in which the time between a behavior and the following consequences varies around a specified average (time)

fixed ratio reinforcement schedule

intermittent schedule in which consequences are delivered following a specific number of behaviors (behavior)

variable ratio reinforcement schedule

intermittent schedule in which consequences are delivered following a different number of behaviors, sometimes more and sometimes less, that vary around a specified avg # of behaviors

goal

a target objective, or result that someone tries to accomplish

goal setting theory

theory that ppl will be motivated to the extent to which they accept specific, challenging goals and receive feedback that indicates their progress towards goal achievement

goal specifity

extent to which goals are detailed, exact, and unambiguous

goal difficulty

extent to which goal is hard or challenging to accomplish

goal acceptance

extent to which ppl consciously understand and agree to goals

performance feedback

info abt the quality/quantity of past performance that indicates whether progress is being made toward goal