UofG PSYC*2070 Final P2 practice for FINAL

Motivation

Is the extent to which a persistent effort is directed toward a goal

McClellans’s Aquired Needs theory

Individuals acquire three types of needs

• need for achievement

• Need for affiliation

• Need for power

Self-determination theory

Suggests 2 types of motivation and 3 types of basic psychological needs:

• intrinsic motivation

• Extrinsic motivation

psychological needs

• Autonomy

• Competence

• Relatedness

Equity theory

Argues individuals compare their circumstances to relevant others, and are motivated to maintain an equitable exchange (ration of inputs and outputs)

Strengths- new way to examine motivation

Weaknesses- less empirical support for overpay predictions

Inputs

Contributions people feel they are making to the environment

• loyalty

• Hard work

• Effort

Outputs

Percieved rewards

• hourly wage

• Treatment in the company

Distributive justice

Degree in which organizational outcomes are percieved as fair

(Do you believe you deserve a promotion)

Procedural justice

Degree to which decision-making processes are percieved as fair

Interpersonal justice

Degree to which people are treated with respect, kindness and dignity at work

Expectancy theory

Individual motivation is determined by how one perceives their situation…

• will my effort lead to high performance?

• Will performance lead to outcomes?

• Do I find the outcome desirable?

Expectancy + instrumentality + valence= motivation

Strengths- well-supported

Weaknesses- what does effort mean??

ERG Theory (Alderfer)

• modification of Maslows

• 3 categories= existence, relatedness, growth

Not ranked in a particular order

Frustration- Agression Theory

Individuals who are frustrated to satisfy a need become regressed to another ( ex, someone who is frustrated by the growth opportunity’s in his job and progress toward career goals may regress to related needs- spend more time with coworkers)

Two- factor (Herzberg)

Factors that cause dissatisfaction…

• hygiene factors: part of the context of job (salary, safety and security etc)

factors intrinsic to the job…

• Motivators: achievement, recognition, interesting work etc.

Improving environment can only get you so far in motivating employees.

Job design

Involves the planning and structuring of job tasks to enhance worker motivation

Job specialization

Involves breaking jobs into their simplest components to repetitively perform a select number of tasks.

(Taylorism)

Job rotation

Involves moving employees to new roles at regular intervals to diversify skills/keep work interesting.

Job enlargement

Involves expanding tasks in role to create more variety in work

Job enrichment

Involves allowing for more control over how one performs their role.

Job characteristics model (Hackman)

Experimentally prominent job design framework for understanding what motivates employees

• Skill variety

• Task identity

• Task significance

• Autonomy

• Feedback

Psychological states

Meaningfulness, feeling that your work is important.

Responsibility, sense of ownership and responsibility for results of work

Knowledge, understanding how one is performing

Goal setting theory (Locke and Latham)

Goals are motivational when they are

• specific

• Challenging

• Members are committed

Strengths- high external validity

weaknesses- goal setting may interfere with with the learning process of new and complex tasks

Role ambiguity

Vagueness in relation to what our responsibility’s are

Role conflict

Facing contradictory demands at work

Role overload

Having insufficient time and resources to complete a job

Holmes-Rahe scale

Ascribes diff stress values to life events

Stress

State of worry or mental tension resulting from demands, threats or chaplenges.

Distress

Bad or negative stress resulting from hinderance stressors (leads to negative outcome)

Eustress

Good or positive stress resulting from challenge stressors (=positive energy)

Stressors

Environmental events or conditions that have the potential to induce stress.

Hinderance stressors

Work demands which are obstacles to successful performance. (Role conflict, role ambiguity)

Challenge Stressors

Work demands that can potentially be reduced through effort, perceived as stressful with potential to engage or challenge employees (in a good way) like time pressure, job complexity

Maslachs Model of Burnout

Burn out is a result of

• emotional exhaustion

• Depersonalization

• Reduced personal accomplishment

Job Demands- Control Model

Views occupational stress as a result of the function of job demand (workload) and job control (autonomy)

With high job demand and low job control= stress

Job demands

Aspects of the job that sustain physical and or psychological effort or skill

Job resources

Aspects of the job that support work goals, reduce job demands and their costs, stimulate growth, learning and development (lead to motivation)

Emotions

Temporary feelings resulting from some event. Can be positive or negative

Effective events theory AET

Workplace events trigger reactions that influence employees work attitudes and behaviours. Not all employees experience the same event similarly (negative=more salient)

Surface acting

Faking the emotion that your required to perform on the job

Deep acting

Trying to actually feel the emotions that you are required to perform on the job

Genuine acting

Expressing genuine emotions that align with role expectations (no acting)

Emotional intelligence

Involves the received capacity to recognize and regulate one’s own emotions as well as the emotion of others ( can be thought of as trait or an ability)

Communication

Process of info exchange between a sender and a receiver. Involves the encoding (idea into language) and decoding (translation of idea)

Asynchronous info channel

No non-verbal cues (written report)

Synchronous info channel

Has non-verbal cues (face to face)

Employee voice

the informal and discretionary communication of work-related ideas conveyed with the intention to evoke positive organizational change. (employees that are mor satisfied, identify strongly with organization and extraverted are more likely to take part in employee voice)

Isolation

(lack of communication) is a key challenge of remote work. Information and communication tech can help combat isolation of remote workers.

Filtering

distorting or withholding relevant (often negative) information to manage the reactions of others. (bending the truth in a meeting to avoid negative feedback)

Selective perception

the (often unconscious filtering or information to focus on most important/novel stimuli (the boy cried wolf)

Information overload

receiving more info than what we can realistically take in. (missing an important email due to 100 emails in inbox)

Gossip grapevine

the informal passage of info where info is passed along from person to person rather than in one uniform message straight from the source.

Semantics

words interpreted differently to different people (due to jargon)