MGT 3620 Chapter 6 Flashcards

Motivation

A set of energetic forces that originate within and outside an employee that initiates work-related effort and determines its direction, intensity, and persistence

Content (Classic) Theories - Knowing WHY

1. Maslow’s Hierarchy of Needs

2. Alderfer’s ERG Theory

3. McClelland’s Need Theory

4. Herzberg’s Two-Factor Theory

Process (Contemporary) Theories - Knowing HOW

1. Equity Theory

2. Expectancy Theory

3. Goal-Setting Theory

Maslow’s Hierarchy of Needs

Argues that people are motivated by a universal hierarchy of needs that they need to satisfy in a specific order.

Fault: People tend to satisfy these needs in different orders

Herzberg’s Two Factor Theory

Argues that people are motivated by satisfiers and dissatisfiers

Fault: We can motivate them to put in effort, not necessarily motivate them to perform well.

McClelland’s Acquired Needs Theory

Argues that people are motivated by three nonhierarchical needs (Affiliation, Power, and Achievement)

Fault: Scholars concluded it was too broad

Alderfer’s ERG Theory

Argues that people are motivated when they satisfy three main needs—existence, relatedness, and growth

Fault: Scholars realized that multiple needs can be satisfied simultaneously

Expectancy Theory

This theory describes the cognitive process that employees go through to make choices among different voluntary responses

Expectancy

Represents the belief that exerting a high level of effort will result in the successful performance of some task.

Self Efficacy

The belief that a person has the capabilities needed to execute the behaviors required for task success.

Instrumentality

The belief that successful performance will result in some outcome(s)

Valence

Reflects the anticipated value of the outcomes associated with performance

Does Money Affect Motivation?

1. The relationship between salary and job satisfaction is weak.

2. There is no significant difference in employee engagement by pay level.

3. For every standard deviation increase in reward, intrinsic motivation for interesting tasks decreases by about 25%.

4. Employees who are intrinsically motivated are 3x more engaged than those who are extrinsically motivated.

Equity Theory

Views motivation as being based on a judgment of how fair the work situation is by comparing inputs to outputs

Goal Setting Theory

Views goals as the primary drivers of the intensity and persistence of effort. 2 Key Findings: There is a positive correlation between specific/difficult goals and performance. The more difficult the goal is, the more effort the individual will put in and thus more likely they will perform

Goal Setting Theory Requires

1. Goal commitment

2. Feedback

3. Task Complexity

4. Keep it simple but SMART

SMART stands for

Specific, Measurable, Attainable, Relevant, and Time Based

Intrinsic Motivation

Motivation that is felt when task performance serves as its own reward (enjoyment, accomplishment, interestingness)

Extrinsic Motivation

Motivation that is controlled by some contingency that depends on task performance (money, status, promotions)

Psychological Empowerment

Reflects an energy rooted in the belief that work tasks contribute to some larger purpose. Represents a form of intrinsic motivation

Meaningfulness

Captures the value of a work goal or purpose, relative to a person’s own ideals and passions.

Self Determination

Reflects a sense of choice in the initiation and continuation of work tasks.

Competence

Captures a person’s belief in his or her capability to perform work tasks successfully.

Impact

Reflects the sense that a person’s actions “make a difference”—that progress is being made toward fulfilling some important purpose.