Motivation CH 6 And Ethics

Motivated Blindness

We overlook the unethical behavior of others when it's in our interest to remain ignorant.

- such as for morally unethical ways of generated profits in a firm

managers

___________routinely delegate unethical behavior to others,

and not always consciously.

Indirect Blindness

We hold others less accountable for unethical behavior when it's carried out through third parties

- Merck's use of cancer drugs

Ill-Conceived Goals

we set goals and incentives to promote a desired behavior, but they encourage a negative one

Slippery Slope

We are less able to see others' unethical behavior when it develops gradually.

Overvaluing Outcomes

We give a pass to unethical behavior if the outcome is good.

Organization Support

Use of work time, paid time to volunteer, facility space, and organizational resources

- critical to employee CSR motivation.

Internal Desires

A significant part of their motivation comes from an ___________ to contribute.

Motivation

The process that accounts for an individual's intensity, direction, and persistence of effort toward attaining a goal

Maslow's Hierarchy of Needs

As each need becomes substantially satisfied, the next one

becomes dominant

Two-Factor Theory

A theory that relates intrinsic factors to job satisfaction and

associates extrinsic factors with dissatisfaction.

Also called the motivation-hygiene theory.

- no dissatisfaction AND no satisfcation

- Frederick Herzberg

Hygene Factors

Conditions such as company policy and administration, supervision, salary, physical work conditions, and job security. When adequate, workers will not be dissatisfied (it placates them), but they will not be motivated or satisfied

- part of Frederick Herzberg's theory

Motivators

Factors such as advancement, recognition, responsibility, growth, and achievement. These factors intrinsically reward employees and lead to job satisfaction and true motivation.

- part of Frederick Herzberg's theory

McClelland's Theory of Needs

A theory that states that achievement, power, and affiliation

are three important needs that help explain motivation.

- more similar to what people desire rather than the direct intrinsic needs of a person

Need for Achievement

The drive to excel, to achieve in relation to a set of

standards, and to strive to succeed.

- Part of McClelland

Need for Power

The need to make others behave in a way in which they

would not have behaved otherwise.

- Part of McClelland

Need for Affiliation

The desire for friendly and close Interpersonal relationships.

- Part of McClelland

Psychological

Foundation of Maslow's Hierarchy of needs

Includes hunger, thirst, shelter, and other bodily needs.

Safety-security.

Second Portion of Maslow's Hierarchy of needs

Security and protection from physical and emotional harm.

Social Belongingness

Third hieght of Maslow's Hierarchy

Affection, belongingness, acceptance, and friendship.

Esteem

Fourth Height of Maslow's Hierarchy

Internal factors include self-respect, autonomy, and achievement, and external factors include status, recognition, and attention.

Self-Actualization

Drive to become what we are capable of becoming;

Include growth, achieving our potential, and self-fulfillment.

Contemporary theories

Each has a reasonable degree of valid supporting documentation.

they represent the latest thinking in explaining employee

motivation.

self-determination theory

A theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation.

Cognitive Evaluation Theory

A version of self-determination theory that holds that

allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the rewards are seen as

controlling.

Self-concordance

The degree to which people's reasons for pursuing goals are

consistent with their interests and core values.

Goal-Setting Theory

intentions to work toward a goal are considered a major source of work motivation

- Proposed by Edwin Locke

- specific goals increase productivity AND difficult goals result in stronger performance

feedback

_______ leads to a higher performance according to Goal- setting theory

Three Factors of Goal Commitment

1. Goal Commitment

2. Task Characteristics

3. National Culture

Goal Commitment

Goal-setting theory assumes an individual is co1n1n itted to

the goal and determined to lower or abandon it.

The individual....

(1) believes he or she can achieve the goal

(2)beleives they want to acheive it

Task Characteristics

Goals themselves seem to affect performance more strongly when tasks are....

- simple rather than complex

- well learned rather than novel

- independent rather than dependent

National Culture

The shared values, attitudes, beliefs, and behaviors that are characteristic of a particular country or nation:

- Different cultures offer different perspectives on what goals and achievements are possible in the workplace

Promotional Focus

A self-regulation strategy that involves striving for goals through advancement and accomplishment

Prevention Focus

A self-regulation strategy that involves striving for goals by

fulfilling duties and obligations.

Management By Objectives

Creates objectives that can be connected throughout the hierarchies of the organization

-Select goals, develop tactical plans, and meet regularly to review progress toward goal accomplishment

- a way to implement goal-setting into the objectives of the workers of a given organization

- Initiative most popular in the 1970s but is still used today.

4 Qualities of MBO

1. Goal Specificity

2. Participation in Decision Making

3. Explicit Time Period

4. Feedback

Self-Efficacy Theory

A motivation theory referring to an individual's belief that he or she is capable of performing a task.

Core Premise: The higher your self-efficacy, the more confidence you have in your ability to succeed.

Response to Difficulty & Feedback: In difficult situations or after receiving negative feedback, individuals with high self-efficacy respond with increased effort, motivation, and task focus, whereas those with low self-efficacy are likely to lessen their effort or give up.

Four Ways to Enact on Self-Efficacy

1. Enactive Mastery

2. Vicarious Modeling

3. Verbal Persuasion

4. Arousal

Enactive Mastery

Gaining relevant experience with the task or job

- the most important part of improving self-efficacy

Vicarious Modeling

Becoming more confident because you see someone else doing the task.

- part of Self-Efficacy Theory

Verbal Persuasion

Becoming more confident because someone convinces you that you have the skills necessary to succeed.

Arrousal

Getting energized or "psyched up" to perform better.

Pygrnalion effect

A psychological phenomenon in which high expectations set by a leader or manager lead to improved performance, acting as a form of self-fulfilling prophecy, where believing something can make it true

Reinforcement Theory

A theory that says that behavior is a function of its consequences

Unlike goal-setting theory (which is a cognitive approach where purposes direct action), reinforcement theory takes a behavioristic view, arguing that reinforcement conditions behavior and that behavior is environmentally caused.

Role of Reinforcement

You need not be concerned with internal cognitive events; what controls behavior are reinforcers—any consequences that, when they immediately follow responses, increase the probability that the behavior will be repeated

Behaviorism

A theory that argues that behavior follows stimuli in a relatively unthinking manner.

- Skinner's Radical Behaviorism: B. F. Skinner's form of radical behaviorism rejects feelings, thoughts, and other states of mind as causes of behavior.