Chapter 13 (Motivation & Performance)

Motivation

the psychological forces that determine the direction of a person's behavior in an organization, a person's level of effort, and a person's level of persistence; explains why people behave the way they do in organizations

Direction

possible behaviors the individual could engage in

Effort

how hard the individual will work

Persistance

whether the individual will keep trying or give up when faced with obstacles

Intrinsically Motivated Behavior

behavior that is performed for its own sake

Extrinsically Motivated Behavior

behavior that is performed to acquire material or social rewards or to avoid punishment

Pro-socially Motivated Behavior

behavior performed to benefit or help others

Inputs From Organizational Members

-Time

-Effort

-Education

-Experience

-Skills

-Knowledge

-Work Behaviors

Performance

contributes to organizational efficiency, organizational effectiveness, and the attainment of organizational goals

Outcomes Received By Organizational Members

-Pay

-Job Security

-Benefits

-Vacation

-Job Satisfaction

-Autonomy

-Responsibility

-Feeling of accomplishment

-Improving the lives or well-being of others

Expectancy Theory

the theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes

Expectancy

a person's perception about the extent to which his or her effort will result in a certain level of performance

Instrumentality

a person's perception about the extent to which performance at a certain level will result in the attainment of outcomes

Valence

how desirable each of the outcomes available from a job or organization is to a person

Need Theories

theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs

Need

a requirement or necessity for survival and well-being

Maslow's Hierarchy of Needs

-an arrangement of five basic needs that motivate behavior

-Maslow proposed that the lowest level of unmet needs is the prime motivator and that only one level of needs is motivational at a time

Alderfer's ERG Theory

-the theory that three universal needs - for existence, relatedness, and growth - constitute a hierarchy of needs and motivate behavior

-Alderfer proposed that needs at more than one level can be motivational at the same time

Herzberg's Motivator-Hygiene Theory

a need theory that distinguishes between motivator needs and hygiene needs and proposed that motivator needs must be met for motivation and job satisfaction to be high

Motivator Needs

relate to the nature of the work itself - autonomy, responsibility, interesting work

Hygiene Needs

are related to the physical and psychological context of work - comfortable work environment, pay, job security

Need for Achievement

the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence

Neef for Affiliation

concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him get along with each other

Need for Power

a desire to control or influence others

Equity Theory

a theory of motivation that focuses on people's perceptions of the fairness of their work outcomes relative to their work inputs

Underpayment Inequity

the inequity that exists when a person perceives that his or her own outcome-input ratio is less than the ratio of a referent

Overpayment Inequity

the inequity that exists when a person perceives that his or her own outcome-input ratio is greater than the ratio of a referent

Distributive Justice

a person's perception of the fairness of the distribution of outcomes in an organization

Procedural Justice

a person's perceptions of the fairness of the procedures that are used to determine how to distribute outcomes in an organization

Interpersonal Justice

a person's perception of the fairness that the interpersonal treatment he or she receives from whoever distributes outcomes to him or her

Informational Justice

a person's perception of the extent to which his or her manager provides explanations for decisions and the procedures used to arrive at them

Goal-Setting Theory

a theory that focuses on identifying the types of goals that are most effective in producing high levels of motivation and performance and explaining why goals have these effects; must be specific and difficult

Learning Theories

theories that focus on increasing employee motivation and performance by linking the outcomes that employees receive to the performance of desired behaviors and the attainment of goals

Operant Conditioning

people learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences

Positive Reinforcement

gives people outcomes they desire when they perform organizationally functionally behaviors

Negative Reinforcement

eliminating or removing undesired outcomes when people perform organizationally functional behaviors

Extinction

curtailing the performance of a dysfunctional behavior by eliminating whatever is reinforcing it

Punishment

administering an undesired or negative consequence when a dysfunctional behavior occurs

Organizational Behavior Modification

the systematic application of operant conditioning techniques to promote the performance of organizationally functional behaviors and discourage the performance of dysfunctional behaviors

Social Learning Theory

a theory that takes into account how learning and motivation are influenced by people's thought and beliefs and their observations of other people's behavior

Vicarious Learning (Observational)

occurs when a person becomes motivated to perform a behavior by watching another person perform the behavior and be positively reinforced for doing so

Self-Reinforcer

any desired or attractive outcome or award that a person gives himself or herself for good performance

Self-Efficacy

a person's belief about his or her ability to perform a behavior successfully

Pay as a Motivator

Expectancy: instrumentality, the association between performance and outcomes, must be high for motivation to be high

Need Theory: pay is used to satisfy many needs

Equity Theory: pay is given in relation to inputs

Goal-Setting Theory: pay is linked to attainment of goals

Learning Theory: outcomes (pay), is distributed upon performance of functional behaviors

Merit Pay Plan

-a compensation plan that bases pay on individual, group, and organization performance

-Individual Plan: when individual performance (sales) can be accurately measured

Employee Stock Option

financial instrument that entitles the bearer to buy shares of an organization's stock at a certain price during a period of time or under certain conditions

Self-Actualization Needs

the needs to realize one's full potential as a human being

Esteem Needs

the needs to feel good about oneself and one's capabilities, to be respected by others, and to receive recognition and appreciation

Belongingness Needs

needs for social interaction, friendship, affection, and love

Safety Needs

needs for security, stability, and a safe environment

Physiological Needs

basic needs for things such as food, water, and shelter that must be met in order for a person to survive

Growth Needs

the needs for self-development and creative and productive work

Relatedness Needs

the needs to have good interpersonal relations, to share thoughts and feelings, and to have open two-way communication

Existence Needs

basic needs for food, water, clothing, shelter, and a secure and safe environment