Motivation Comps Review: Key Psychology Terms & Definitions

Scientific management era (Taylor)

-Emphasis on mechanization: organization as a machine

-About production, not employee satisfaction

-design workplace to increase efficiency

-don't really care about employees

-break down jobs into simpler parts

Contingency management era (McGregor)

Theory X and Theory Y management styles become apparent when the manager is under stress

Theory X managers

Managers believe that people dislike work and will avoid it whenever possible; treat employees with rigid control

Theory Y managers

-Takes a more humanistic and developmental orientation, emphasizing not only the inherent goodness, capacity, and potential of employees but also their readiness to develop those inherent characteristics

-Managers usually assume that workers will accept responsibility provided they can satisfy personal need and organizational goals at the same time

Human relations era

-Main lesson: paying attention to employees increases satisfaction and productivity

-Even if you do not make the changes they are asking for, they appreciate being able to talk to management about grievances

-Hawthorne studies

Motivation

Psychological process that forms the intensity and duration of people's behaviors that is caused by internal and external cues

Drive Induction

-like a positive feedback system; output accelerates the system

-behavior increases the behavior (once you start a behavior it becomes harder to stop)

-examples: learning, love, psychological growth

Drive reduction and homeostasis

-like a negative feedback system; output slows the system (most needs work on a negative feedback system)

- drive--> behavior

-dealing with an uncomfortable state that leads to a behavior so you can remove that uncomfortable state-->There is some kind of deficiency that leads you to behave a certain way that then reduces the drive

-deficit of water (feeling thirsty) leads to drinking water until you've satisfied the need (once you are no longer thirsty)

What is a need? How are needs motivating?

Need: a state where you perform a behavior to reduce or induce something (can be biological or physical)

Needs are motivating in the sense that you are performing a behavior to achieve a desired outcome or eliminate an undesirable outcome

Herzberg's Motivation-Hygiene Theory

the idea that satisfaction and dissatisfaction are separate and distinct dimensions

Growth Maintenance Model

2 types of satisfaction and dissatisfaction (growth satisfaction---growth dissatisfaction & maintenance satisfaction---maintenance dissatisfaction

Motivator Factors (Herzberg)

Long-term satisfaction; growth; drive induction

Hygiene Factors (Herzberg)

Short-term satisfaction; based on pain avoidance (drive reduction)

How to manage motivators

-enrich jobs (give people the option to learn, develop, and take on responsibility)

-allow self-direction

-treat people like adults

-attitudes will follow behavior

-divorce rewards and interesting work

Criticisms and Misinterpretation of Herzberg's Motivation Theory

-Professor's theory

-limited sample

-interpersonal relations can lead to growth

-self-serving attribution bias

Planning fallacy

Single best predictor of when something will get done is the deadline and NOT people's estimates of when they think it will get done

job satisfaction measures

-Job Diagnostic Survey (JDS)

-Job Description Index (JDI)

-Minnesota Satisfaction Questionnaire (MSQ)

Money cannot make you happy. Why?

Hygiene factor:

-No psychological growth

-Short-term feeling when you have it

Escalating 0 point:

-Never will be too rich / satisfied with possessions

Equity Theory of Motivation

The equity theory of motivation is the idea that what an individual receives for their work has a direct effect on their motivation. An individual will generally aim to create a balance between what they give to the organization compared to what they get in return.

Self-regulation (Baumeister)

The idea that anytime you have to watch and control your own behavior is effortful but he argues we have a limited capacity to self-regulate

Mastery and status orientations

Mastery:

-Intrinsic

-Doing something for a genuine desire of learning, improving, growing

-Can accept constructive criticism

Status

-Extrinsic

-Doing something b/c you want to look better than everyone else

-Self-handicapping

Job enlargement

-doing a variety of tasks at the same difficulty level

-job rotation

-doing different jobs instead of just one

Ingredients of a good job

-direct feedback from the work itself

-direct communications authority

-personal accountability

-self-scheduling

-control over resources

-client relationships

-tangible product

-continous learning

Job characteristics model (Hackman and Oldham)

Core Job Characteristics-->

Critical Psychological States-->

Outcomes

Berlyne's Theory

2 parts: hedonic tone (physiological pleasure) and arousal (physiological)

Inverted U

-In the middle you find the highest levels of pleasure and arousal

-Low levels of arousal, low levels of pleasure= boredom

-High levels of arousal, low levels of pleasure= anxiety

we seek moderate arousal

Job Enrichment

A process that is characterized by adding dimensions to existing jobs to make them more motivating

How to enrich a job

-Feedback from work

-Learning

-You are producing something that you know you have done well (or not)

-Autonomy

-Self-scheduling

-Direct Communication

-Skill variety

-Task variety

Activation-Arousal Theory

-Optimizing arousal to reduce boredom

-Earliest theory of job enrichment

Weiner's attributional model of motivation

Motivation = Expectancy*Value

(higher score = greater motivation)

Expectancy: Can I do this thing if I try?

Value: Do I like doing this thing?

Attributions:why did i perform as well as I did? (ability, effort, difficulty, luck)

self-serving attribution bias

Take credit for success (effort, ability); Blame environment for failure (task difficulty, luck)

VIE Theory

M= EIV

Expectancy: Can I do it?

Instrumentality: If I do it, what will happen?

Value: how much do I like the outcome?

Theory of planned behavior (Fishbein and Ajzen)

Mot = f(attitudes [towards the bx]., subjective norms, perceived behavioral control, past behavior)

What are some things you can do to increase motivation and productivity amongst employees?

Pay attention to your employees, make jobs more interesting, don't focus on money to motivate employees, give employees autonomy, set SMART goals, target desired behaviors, use reinforcers, create a learning environment, emphasize psychological growth, and reiterate organizational values

Movement vs. Motivation

Motivation: when you want to do something for yourself; intrinsic

Movement: extrinsic

Rewards that wreck intrinsic motivation

- expected rewards

- salient rewards

- non-performance based rewards

What effect does competition have on feelings of competence and self-determination?

competition can undermine competence, but not self-determination

Deci and Ryan's Self-Determination Theory

competence, self-determination, and relatedness

Competence (Deci and Ryan)

The extent to which a person feels capable of producing desired outcomes and preventing undesired events

Self-determination (Deci and Ryan)

the desire to be the origin of one's own behavior; autonomy

Organismic integration theory

4 types/levels of extrinsic motivation:

1. external regulation (do the activity because I simply want the reward for performing the activity)

2. introjected regulation (i do the activity because I feel guilt, worry, or shame if I don't)

3. identified regulation (even though it's not fun, i should do this because it's good for me)

4. integrated regulation (it's who i am--even if i don't like the activity for its own sake)

Phenomenology of flow

-Narrow focus of concentration on activity

-Sense of relaxation and energy

-Sense of personal control

-In control of the performance. Feels like its not out of control

-Low self-consciousness

-You don't think about yourself while you do the activity. Your focus is on the activity

-Compression of time

The metric of time changes (time flies by; the passage of time has to do with progress of activity, not on the clock)

Characteristics of activities that produce flow

- moderately challenging (difficulty matches skill)

-clear goals (working towards some end or goal)

-provide competence feedback (feedback comes from the activity itself, not from another person)

Attitude

an evaluation of a person, place, thing, or idea

attitude object

anything you have an attitude towards

ABC model of attitudes

affective, behavioral, cognitive

Lawler's model

happiness is determined by what we receive and what we expected

Amount received - amount expected

Schater-Singer Theory

the idea that emotion has two components: a bodily state of arousal and a cognitive label that specifies the emotion; words determine emotion

Schater and Singer's Paradigm

Emotional experience is a combination of arousal and label

misattribution of arousal

the process whereby people make mistaken inferences about what is causing them to feel the way they do

perceived organizational support

the extent to which an organization supports its members

assumptions of cognitive models of motivation

people are rational,

they look at outcomes,

they do whats in best interest and avoid whats not, the process of motivation, dont explain habitual bx, course of bx is thinking about cost/benefits of bxs

Decisions guide bx

Decision making models

Efficacy Theory (Bandura)

motivation is a function of efficacy

Work Motivation

a set of energetic forces that originates both within and beyond the person to initiate behavior and to determine its form, direction, intensity, and duration