BA 350 exam 3 kill me

motivation

the process of arousing and sustaining goal-directed behavior (trying to get people to do something)

endogenous processes

something internal to a person; need; equity

exogenous processes

a force outside of their own person makes them do something

acting out of self-interest

for the purpose of economic and material gain (ex: working just for money)

acting out of emotional needs

behaving in ways that will gratify emotions (ex: need to survive; need to make money)

Maslow's Need Hierarchy

theory of motivation based on a hierarchy of five needs; physiological, safety/security, social, esteem, and self-actualization

physiological needs

the need for survival (ex: shelter, food, water, air)

safety and security needs

need for self-preservation (ex: freedom from threats or danger)

physical needs (subset of safety)

freedom from physical threats (ex: chemicals, violence, radiation)

interpersonal needs (subset of safety)

freedom from harassment (sexual, emotional, mental)

social needs

companionship, feeling of belonging, affiliation, wanting to exist in harmony

esteem needs

feeling good about yourself and from others

self esteem (subset of esteem)

confidence

interpersonal esteem (subset of esteem)

respect from others

self-actualization needs

realization of your full potential (ex: being challenged to grow; having a rigorous career path)

progression hypothesis

behavior is dominated and determined by needs that are still unfulfilled. what ever level that is unfulfilled is that level you are at and you need to work on most

theory X

physiological and safety/security needs. more of a hedonistic and self interested theory (ex: people only work for money and have little motivation)

theory Y

higher level needs (ex: more motivation, want responsibility, need intrinsic fulfillment)

ERG theory

created by Alderfer and based on Maslow's but groups of 3 instead of 5

existence

physiological and physical needs (related to the physical)

relatedness

interpersonal safety, love and interpersonal esteem (related to other people)

growth

self actualization and self esteem (related to personal growth)

regression hypothesis

when people get frustrated and can't meet the next level, they intensify in the level they are currently on (compliment's Maslow's progression theory)

what workers want

interesting work, appreciation for performance, feeling in on things (higher level intrinsic needs)

what managers think workers want

higher wages, job security, promotion and growth

Herzberg's Two-Factor Theory

work satisfaction and dissatisfaction arise from two different continuums: work satisfaction from motivating factors and work dissatisfaction from hygiene factors

hygiene: job dissatisfaction

avoidance of pain; more maintenance of things; unrelated to motivation but when they're not there they make us unhappy (ex: company policy, supervision, security, working conditions)

motivators: job satisfaction

growth needs/items; you can still be unmotivated even if motivators are present (ex: achievement, responsibility, recognition)

Test Question: You are dissatisfied with how your boss treats you at work. According to Herzberg's Theory, this is a _ factor.

hygiene

Test Question: Mike is an account manager for Hernandez Advertising. He earns a decent salary and his family is well taken care of. Mike has been at his job for 10 years and is doing well. Mike has lots of friends at work and receives a lot of praise for the business that he brings in. What level of needs does Mike still need fulfilled?

self-actualization needs

McClelland's Theory of Manifest Needs

theory that states achievement, power, and affiliation are three important needs that help explain motivation

need for achievement

desire to excellence, accomplish goals, do better than others, competition

need for power

desire to influence and impact others; wanting to be in charge

need for affiliation

establishing and maintaining warm and close relationships with others; wanting to be liked by others

need for autonomy

do work alone, minimum supervision/structure

Adam's Theory of Inequity

people are motivated when they find themselves in situations of inequity or unfairness

inequity

when a person perceived or received more or less than they think is deserved (people have to compare themselves and feel it in order to know)

negative inequity

self < other (getting less than others)

positive inequity

self > other (getting more than others)

problem with this theory

only talks about inequity as a motivation factor; we don't know how inputs and outcomes are weighed by different people (individual differences)

input examples

bachelor's degree, 4 years of experience, 50 hours a week

output examples

$45K salary, medical insurance, car allowance

Strategies for the Resolution of Inequity

alter your outcomes; alter your inputs (do more or less); alter the comparison other's outcomes or inputs; rationalize the inequity; leave the organizational situation

Test question: If a person is overpaid, s/he is likely to work harder, this is an example of:

altering one's inputs

equity theory

people behave in 3 different ways concerning equity

benevolents

those people who are comfortable with an equity ratio less than their comparison other

equity sensitive

those people who prefer equality in all situations (don't want more or less)

entitleds

those people who are comfortable with an equity ratio greater than their comparison other

Expectancy Theory of Motivation

cognitive process: has to do with thinking and beliefs

expectancy

the belief that effort leads to performance (E to P relationship); if you work harder, you will do better; external locus of control people have a lower expectancy belief

instrumentality

the belief that performance is related to rewards (P to R relationship); the better you perform, the better of a reward you will receive

valence

the value of importance one places on a particular reward

Test Question: What personality variable is related to expectancy?

internal locus of control

Sid Story video main points

about: Manager trying to motivate his employees through trial and error
he employs: self goals, healthy competition, self-fulfilling prophecy, peer pressure, personal rewards, planned spontaneous recognition, positive reinforcement, challenge people to be better

Test Question: What did Sid do in relation to the motivation theories discussed?
Built self esteem needs
Drew on social needs
Believed in Theory Y
Showed links in expectancy theory and provided valued rewards

all of the above

cultural differences in motivation theories

Maslow: self-actualization
McClelland: achievement
Herzberg: achievement
Expectancy theory: individualism vs. collectivism

operant conditioning

shape behavior via reinforcement and punishment; modify behavior by using positive, negative, or neutral consequences

reinforcement

things you'll do to follow up with consequences when there is desirable behavior (you can apply positive consequences to withhold negative consequences); strengthen desired behaviors by giving positive consequences or withhold negative (ex: give a bonus (give positive); don't yell at them (withhold negative))

punishment

undesirable behavior; things you do not want them to do (apply negative consequences or withhold positive consequences); weaken/eliminate undesirable behaviors by applying negative or withhold positive (ex: fire them if they steal (give negative); don't give a bonus (withhold positive))

extinction

weaken behavior by attaching no consequences; alternative to punishment; most effective if used with positive reinforcement; "ignore the problem": don't respond to negative but respond to positive (ex: child throwing a tantrum)

guidelines for reinforcements and punishments

if you have something negative to say, say it behind closed doors; if they are doing something wrong, show them how to do it correctly

positive reinforcement principles

behavior that gets rewarded gets repeated; do not reward all employees the same; feedback should be immediate

rewards used by organizations

Material rewards (pay, stock, bonuses, expense accounts)
Supplemental benefits (health, child care, health spa, company cars)
Status symbols (large offices, paintings, rings, private lounge)
Social rewards (praise, invitations to lunch, awards)
Rewards from task (achievement, responsibility, important task)

Bandura's Social Learning Theory

learn from observations and then copy model behavior; observers learn faster by watching others do it first

self efficacy

has to do with having the belief that you can do a particular task

Personality and Learning: Myers Briggs Model

I/E: work alone vs. work with others
N/S: theory and interrelations vs. data and practical applications
T/F: analysis and logic (based on facts) vs. interpersonal involvement and subjective (emotions)
J/P: organized and scheduled vs. flexible and adaptive

goal setting

process of directing behavior

SCMART theory

Specific: as clear as possible
Challenging: higher goals make higher attainment
Measurable: need to be able to see progress
Accepted: the person achieving the goal has to accept it
Realistic: it is possible to do
Time-bound: has to be done by a certain time

consequences of goal setting

increased work motivation and performance; reduced role conflict and role ambiguity; improved accuracy of performance review

management by objectives

goal setting program based on negotiations between employees and their managers; development plan becomes basis for performance review

performance management

a process of defining, measuring, appraising, providing feedback on, and improving performance

performance appraisal

the evaluation of a person's performance; provides feedback to employees; identifies employee's developmental needs; decided promotions and rewards; decided demotions and terminations

actual and measured performance

want to overlap these as much as possible; can experience deficiency in actual performance (ex: hard to account for one's personality when looking at facts); could experience unreliability and invalidity in measured performance (ex: personal factors)

360-degree feedback

measures self evaluation, managers evaluation, customer evaluation, peer evaluation, and reports

supervisors should

Coach and develop employees
Be vulnerable and open to challenge
Maintain a position of responsibility
Listen empathetically
Encourage employee to talk about hope and aspirations

employees should

Take responsibility for growth and development
Challenge supervisor about future development
Express individual preferences and goals

individual rewards

foster independent behavior, may lead to creative thinking and solutions, encourage competition within teams

team rewards

emphasize cooperation and joint efforts, emphasize sharing knowledge and expertise

stress and stress response

person's unconsciousness preparation to fight or flee when faced with demand; it's your body preparing for a threat; adrenaline will kick in

distress or strain

adverse psychological, physical, behavioral and organizational consequences that may occur as a result of stressful events (ex: headache or backache resulting from stress)

stressor

source that triggers stress response (ex: getting in a fight or accident)

Test Question: Alex has a test tomorrow. He has a terrible headache, this is known as:

distress or strain

Yerkes-Dodson Law

measures the appropriate amount of stress a person should have

no stress

you'll get bored

little stress

good and makes us better; motivated; adrenaline kicks in

lots of stress

you will experience distress from overstimulation

homeostatic or medical approach

fight or flight; the body wants to get back to homeostasis (what the body does and experiences)

cognitive appraisal approach

psychological; perceptions; we have to see something stressful in order for it to be stressful (ex: exam)

psychoanalytic approach

gap between ego-idea and self-image causes more stress; ego-ideal: perfect self; self-image: how you see yourself with all your strengths and weaknesses (the farther the gap, the more stress you'll feel)

person-environment approach

we experience more stress if we are in an environment that does not fit us

individual consequences

psychological disorders start out in your brain but then becomes physical (ex:depression, burn out, mental fatigue); medical illnesses (ex: heart disease, back ache, ulcers); behavioral problems (ex: anger, violence, substance abuse, fighting, accidents)

organizational consequences

withdrawal (ex: absent, work stoppage, not fully engaged); performance decrements (ex: things in your performance that's poor; poor quantity, poor quality, low moral); disability claim/lawsuits (ex: stress related claims due to eye strain or injury)

Test Question: James starts drinking when his workload increases. This is an example of a:

behavioral disorder

gender effects in stress strain relationship

Women: more prone to distress int he workplace; harassment, multiple roles, more sensitive to stress, release oxytocin with estrogen when ranting and it calms them down
Men: more heart attacks

type A pattern behavior

competitive, timed urgency, multitask, wants to achieve

type B pattern behavior

less concerned with the things type A cares bout; more relaxed

personality hardiness

resistance to being too strained; you have a higher hardiness if you can stay committed, controlled, and accept challenge

commitment hardiness

you have a sense of curiosity, committed to the present time

control hardiness

you believe you have the ability to influence the outcome of an event; choices

challenge hardiness

viewing change as opportunity, you overcome it