Motivation

Flashcards covering key vocabulary and concepts from lecture notes on job descriptions, motivation theories (intrinsic/extrinsic, reinforcement, equity), and cultural dimensions (social orientation, power distance, goal orientation).

Intrinsic Motivation

The desire to perform a task because it will result in personal/internal satisfaction or fulfillment. Generally superior for long-term engagement, creativity, and complex problem-solving; intangible, not visible, derived from 'doing the job' itself.

Extrinsic Motivation

The desire to perform a task because it will result in personal/internal satisfaction or fulfillment. Effective for short-term, routine tasks or to jumpstart engagement in low-interest activities; tangible, visible, contingent on the performance of specified behaviors or outcomes (external to 'doing the job').

Reinforcement Theory

Behaviors are shaped by their consequences, so individual behavior can be changed via reinforcement, punishment, or extinction.

Positive Reinforcement(Desired behavior)

Rewarding a desired behavior (e.g., manager praises employee) - give them what they like!

Negative Reinforcement(Desired behavior)

Removing an unpleasant condition in response to a desired behavior (e.g., the manager stops nagging when the employee meets the deadline) - remove what they don't like!

Punishment(undesired behavior)

Introducing an aversive condition or removing a pleasant condition in response to an undesired behavior (e.g., a manager reprimands employee/removes flexible hours).

Extinction(undesired behavior)

Curbing behavior because it stops being rewarded (e.g., the manager ignores the behavior).

Equity Theory

People compare their circumstances with those of others by evaluating the ratio of what they are getting from a particular situation (outcomes) with what they are contributing to a situation (inputs), and comparing this ratio to the outcome/input ratio for a comparative referent.

Equity

Occurs when a person perceives that their rewards-to-inputs ratio is equal to that of a comparable other (a “referent”).

Inequity

Occurs when a person perceives their rewards-to-inputs ratio as unequal compared to the referent.

behavioral responses to inequity

• Change Inputs

  • Under-reward: Withhold or decrease effort.
    Over-reward: Work harder to justify higher outcomes.

• Change Outcomes

  • Under-reward: Ask for a raise, talk to a boss, file a lawsuit, go on strike.

Over-reward: Advocate for a fair comparison referent.

cognitive responses to inequity

• Distort Inputs or Outcomes (Rationalize):

  • Under-reward: “Maybe the referent is actually better than me.” “I’m just grateful to have a job.” “It’s not healthy to compare myself.”

  • Over-reward:“Maybe I’m better than I thought.” “I’m sure there’s a reason I get more.”

• Change the Referent (Compare self to someone with similar outcomes):

  • Under-reward: “They’re actually more like me.”

Over-reward: “Even though I get more than my coworkers here, in other organizations I’m about average.”