HRM360 EXAM 2

Motivation

The psychological forces that determine the direction of a person's behavior in an organization, a person's level of effort, and a person's level of persistence.

-Energetic forces determining work-related behavior

-come from within and outside

-determines form, direction, intensity, and duration

-only one factor among others that contributes to the ending performance

Motivator

something that makes you want to do something

Does motivation equate to performance?

no, motivation is complex

Direction of behavior

Which behaviors does a person choose to perform in an organization

ex: decide to overachieve or not

Level of Effort

Intensity of work put into a behavior

ex: developing a strategic proposal using Excel or casually mentioning it in the work meeting

Level of Persistence

Continued effort in face of adversity

Performance

-the ending result of multiple factors that contributed to the results of a person's behavior

-how well or poorly you performed

Factors at play for performance

-personality

-likability

-chance/luck

-available resources

-skill/training

-working conditions

Intrinsic motivation

Behavior for internal satisfaction

ex: achievement, accomplishment, love of the art

Extrinsic motivation

Behavior for external rewards or avoidance of punishment

ex: raise, avoid being fired

Need Theories

identify the needs that employees are motivated to satisfy on the job

-Maslow, & Alderfer's Existence-h Relatedness Growth Theory

Maslow's Hierarchy of Needs

Hierarchy of 5 universal human needs

-once a need is satisfied, it is no longer a source of motivation

-Physiological

-Safety

-Belongingness

-Esteem

-Self-Actualization

Physiological needs

Basic needs for survival like food and water, shelter

Safety Needs

Need for security and stability and a safe environment

-benefits

-safe working conditions

-job security

Belongingness Needs

Social interaction and friendship needs

Esteem Needs

Need for self-respect and recognition

ex: promotion, raise, employee of the month, positive affirmation and reinforcement

Self-actualization Needs

Need for realizing full potential

ex: advancement, character building, existential reinforcement

Alderfer's ERG Theory

-Existence related growth

-3 specific needs, and more flexible in terms of movement between levels

-If a person has difficulty in satisfying a higher-level need, they will in turn satisfy lower-level needs instead.

Existence Needs (Lowest)

basic needs for human survival such as food, water, clothing, shelter, and a safe environment

Related Needs (Midlevel)

needs to have good interpersonal relations, share thoughts and feelings, and have an open two-way level of communication (getting feedback from staff/boss)

Growth Needs (highest)

needs for self-development and creative productive work (learning new skills, cross-functionality, exposure to new knowledge that is meaningful)

Herzberg's Motivation Hygiene Theory

-Distinguishes motivator and hygiene needs

-Motivator needs > the actual work itself and how challenging it is

Ex: how challenging, interesting, rewarding

-Hygiene needs > associated with the physical or psychological context in which the work is performed

Ex: (working conditions, nature of supervision, amount of pay, paid time off, job security)

Hygiene Needs

Fulfilled = Not Dissatisfied

Not Fulfilled = Dissatisfied

Motivator Needs

Fulfilled: Satisfied

Not Fulfilled = Not Satisfied

Vroom's Expectancy Theory

-focuses on how employees make (rational) choices among alternative behaviors and levels of effort > pleasure seeking.

-Simply put, if employees feel like they are not capable of performing at an adequate level even with the maximum level exerted, their motivation to perform at that level will be zero (need for reinforcement).

-Another aspect is that employees' level of effort and motivation is dictated by whether they feel like it will achieve their desired outcomes (incentive).

3 Factors of Expectancy Theory:

-Valence

-Instrumentality

-Expectancy

Valence

-Extent of the attractiveness of anticipated outcomes

-How much do you want it?

Positive Valence

prefers having the outcome

ex: promotion, raise

Negative Valence

prefers not to have the outcome

ex: demotion, fired

Instrumentality

-Perception about the extent to which the performance of one or more behaviors will lead to the attainment of a particular outcome

-Do you think it'll actually happen?

-1 = not realistic/probable

+1 = realistic/probable

0 = no relationship between effort and outcome

Expectancy

-Perception of effort leading to performance

-Even if I try hard, will that change how well I do?

0 = Trying hard on a physics test won't change the fact I don't know physics

1 = studying hard on HRM 360 WILL lead to a better test grade

-similar to self-efficacy

Force

the equation that ties in Expectancy, Valence, and Instrumentality, if one factor is zero everything amounts to a zero measure4ment

Equity Theory

-Perception of fairness in work

-Do my inputs = adequate outcomes?

Overpayment Inequity

receiving more outcomes than your colleague

Underpayment Inequity

receiving less outcomes than your colleague

Ways to restore equity

-employee can change their inputs or outcomes

ex: underpaid employee can ask for a raise

-Employees try to change their colleague's inputs or outcomes

ex: complain to your boss about your chronically late customer

-Employees can change their perceptions of inputs or outcomes

ex: change your mindset

Organizational Justice Theory

-Employee's perception of overall fairness within the organization

-Is the judging system of inputs/outcomes fair?

-Are employees treated with dignity and respect?

-Are managers transparent with their reasoning?

Distributive Justice

-perceived fairness of the distribution of outcomes in an organization

-Ex: equal pay between men and women of the same position

Procedural Justice

-How fair was the decision-making process?

-(level of communication to higher-ups/supervisor, adequacy about HR on decision-making/ training, no favoratism

Interpersonal Justice

-Dignity & Respect