3.2. Work Motivation

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Vocabulary flashcards covering key terms and concepts from the lecture notes on work motivation.

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26 Terms

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Work motivation

A set of energetic forces that originate inside and beyond an individual to initiate work-related behavior and to determine its form, direction, intensity, and duration (Pinder, 2008).

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Intensity

How hard someone works on a task.

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Direction

The orientation of effort; where the effort is focused toward goals.

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Persistence

How long a person continues to work toward a task despite obstacles.

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Goal-setting theory (Locke & Latham, 1990)

A theory stating that specific and challenging goals lead to better performance than vague or easy goals.

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Goal

A clear aim, such as achieving a specific level of performance within a set time.

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Specific, challenging goals

Goals that are precise and demanding, which lead to better results than easy or vague goals.

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Effort

The amount of energy people invest in pursuing a goal.

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Task strategies

The plans and methods people use to achieve goals.

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Job Characteristics Model (Hackman & Oldham, 1976)

A theory linking motivation to five key job characteristics (e.g., skill variety, feedback).

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Zetik & Stuhlmacher (2002) meta-analysis

Found that specific, challenging goals produced better negotiation outcomes than less challenging goals.

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Self-Determination Theory (Deci & Ryan, 2000)

A theory proposing intrinsic motivation and several forms of extrinsic motivation based on fulfilling three needs: competence, relatedness, and autonomy.

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Need for competence

The desire to feel effective and capable of achieving goals.

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Need for relatedness

The desire to have meaningful connections and positive relationships with others.

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Need for autonomy

The desire to control one’s actions and align them with personal values.

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Amotivation (Non-regulation)

A lack of motivation; action feels pointless or there is no perceived ability to succeed.

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External regulation

Behavior driven by external rewards or punishments.

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Introjected regulation

Motivation driven by internal pressures (e.g., self-esteem, guilt) without external force.

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Identified regulation

Motivation based on personally valued goals or benefits, though not fully identified with them.

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Integrated regulation

Motivation aligned with personal values and considered part of who you are.

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Intrinsic regulation

Motivation driven by enjoyment or interest in the activity itself, with no external rewards needed.

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Intrinsic motivation

Engaging in an activity for its own sake, because it is inherently enjoyable or interesting.

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Personal motives and values alignment

Ensuring employees' personal values align with the job during hiring to boost motivation.

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Goal setting in practice

Involving employees in setting specific, challenging goals and providing feedback on progress.

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Facilitating performance

Managers provide necessary resources and support to help employees achieve goals.

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Rewards and discipline

Rewards should be tied to performance; discipline should reduce unwanted behavior, while rewards increase desirable behavior.