WAM Final

Motivation

Factors or events that energize, channel, and sustain human behavior over time

work motivation

energetic forces inside and outside the individual that initiate work-related behaviors, and to determine their form, direction, intensity, and duration

content-based motivational approaches

Specify psychological traits, motives, tendencies, and orientations. Reside within people (inherent or acquired). create enduring preferences for particular goals, strategies, and behaviors

Need fulfillment (internal forces essential for life), intrinsic motivation (universal needs for autonomy, competency, relatedness), personality traits, and Maslow’s needs hierarchy, justice motives (universal desire for fairness, equity theory), learning vs performance goal orientation

context oriented motivational approaches

Focuses on features of the environment

extrinsic rewards, group and learning level influences, task and job characteristics. Job characteristics theory, job crafting

process based motivational approaches

two interdependent subsystems: a governing goal selection and a system governing goal enactment

expectancy theory, theory of planned behavior, goal setting theory

Learning goal orientation

focus on the development of competency and task mastery. greater metacognitive strategies, more motivated to learn, higher goals

performance goal orientation

high value to demonstrate high ability, obtaining favorable judgements of their competence

job based theories

-job characteristics theory: characteristics of a job that are key motivational influences on behavior within an organization

—core job characteristics → critical psychological stages (moderators: knowledge, skills, growth need, context satisfaction → outcomes

Need based theories

-Maslow’s needs hierarchy: psych safety → safety needs → belongingness and love → esteem → self-actualization

-ERG Theory: focuses on relatedness, growth, and existence needs. no strict hierarchical progression

-need for achievement theory: need for achievement that arises in goal-directed behaviors

Self-determination theory: people ingerenyly strive for growth and their fullest potential- competence, autonomy, relatedness

-equity theory: cognitive comparison of inputs to received outputs

social exchange theory

we take the benefits and subtract the costs in order to determine how much a relationship is worth. values vary from person to personSocial exchange theory posits that the value of a relationship is determined by the balance of benefits received and costs incurred, with individual perceptions of value differing across people.

distributive justice

refers to a person’s outcome. Does the outcome reflect the effort? Is the output appropriate for the work completed? Does the outcome reflect the contribution? Is the outcome justified?

Procedural justice

perceived fairness of process used to determine the outcome. do you have influence over the outcome arrived? Are procedures applied consistently? Are procedures free of bias?

interactional justice

perceived degree to which one is treated with dignity and respect. includes interpersonal and informational

interpersonal justice

refers to the authority figure . Do they treat you politely? Do they treat you with dignity? Do they treat you with respect?

Informational Justice

refers to the authority figure. Have they been candid with their communications? Have they explained the procedures thoroughly? Were their explanations reasonable?

higher task performance and OCBs and lower CWBs

distributive, procedural, and interactional

task performance more strongly associated with

distributive and procedural

more strongly linked with OCBs

interactional justice

perceptions of fairness related to:

employee health and overall job satisfaction.

equity theory

Cognitive comparison of inputs to outputs and your ratio to other people’s ratios

equity occurs when

your ratio is equal to the ratios of similar workers

how inequity is solved

increase outcomes, reduce inputs, adjust perceptions, change comparative standard, withdraw from the exchange

organizational justice

peoples perceptions of fairness in an org along with their behavioral, cognitive, and emotional reactions

equity benevolence

more likely to prefer their ratio is less than a comparison other

equity entitlement

believe their ratio should be greater than a comparison other

organizational withdraw

higher order construct comprised by work withdraw and job withdraw

Work withdraw

includes absence, lateness, leaving early, escapist drinking

job withdraw

turnover, early retirement, voluntary layoffor other forms of employee separation. a

are turnover, lateness, and absenteeism a common construct?

some say they are different levels of the same construct, some say they are unique phenomena that can coexist in employee behavior.

spillover model

absenteeism, lateness, and turnover are all positively related

withdraw model

lateness → absenteeism → turnover. more agreed upon model

absenteeism

a withdraw behavior characterized by lack of physical presence and costs an organization through loss of production

presenteeism

occurs when people work when ill, costs an organization through reduced productivity

antecedents of absenteeism and presenteeism

organizational factors, individual factors, specific health problems, socio-demographic indicators

dysfunctional turnover

the loss of valuable employees, particularly high performers

functional turnover

the loss of less productive performers

collective turnover

the loss of a group of employees from an organization due to various reasons, such as layoffs, resignations, or retirements.

unfolding model

individuals follow one of 4 psychological and behavioral paths when quitting, which introduces diverging points

shock (jarring event that initiates psych analysis) → script (preexisting plan of action based on past experience and observations) → image violations (an individual’s goals do not align with those of the org) → satisfaction (the level of people feel when their org no longer provides the benefits they desire) → search (activities involved with looking for another job)

antecedents of collective turnover

-HRM inducements

-HRM expectation-enhancing practices

-Shared attitudes toward job/org

-quality of work group and supervisory relations

-job alternative signals

-job embeddedness signals that influence the likelihood of employees leaving the organization.

outcomes of collective turnover

-org effectiveness

-proximal outcomes

-distal outcomes that affect overall performance, productivity, and employee morale within the organization.

proximal outcomes

operational: absenteeism, counter-productivity, error/loss rates, customer satisfaction, production efficiency

distal outcomes

Financial: financial performance, sales, sales efficiency, sales growth

job embeddedness

combined forces that keep a person from leaving his/her job

-links (connections)

-fit with environment

-sacrifice (cost of benefits one may forfeit by leaving)

off-vs. on- the-job embeddedness

community, family, ect. vs. management, pay, etc.Refers to the distinction between connections that anchor an employee to their job in their personal life (off-the-job) versus those related to the work environment (on-the-job).

expectancy theory

we adjust our behaviors towards actions that we will be able to do, will lead to some outcome, and will lead to a valued outcome

expectancy

belief that ones actions will allow one to perform a given behavior, probably linking action to outcomes

instrumentality

belief that a given behavior or level of performance will be associated with a given outcome

valence

affective orientations (preferences) regarding outcomes. outcomes that stem from performance as second-level outcomes

first level outcomes

performance

second-level outcomes

outcomes that result from performance

expectancy theory between/within issue

Expectancy is a within-individual issue, and within-subjects designs indicate more validity compared to a between-subjects design. Idk where the issue is

Vroom’s original expectancy theory

force is a function of expectancies, instrumentalities, and valences

NPI model

elaborates on Vroom’s model

temporal motivational theory

hyperbolic discounting: preference for one that arrives sooner rather than later. When you have to wait for something, the value/valence decreases

motivation= (expectancy x value)/ (1+ impulsiveness x delay)

VIE theory vs TMT

motivation increases when people are confident of acquiring a desired reward vs motivation is reduced when there is a lot of time before a reward is realized and there is a preference for immediate gratification over delayed rewards.

self-efficacy

belief in ones capabilities to organize and execute the courses of action required to produce given attainments. our ability to succeed and our level of confidence

self-esteem

the level of self-respect and worth one has for him/herselfwhich influences motivation and well-being.

expectancy

the belief that one will actually do the tasksuccessfully and achieve the anticipated outcome. It is a key factor in determining motivation.

goal striving

Complex and protracted goals require people to change. Adjust the direction and intensity of attentional effort, affect, and behavior over time and across component sub-goals

self-regulation

ability to control the thoughts, emotions, and behaviors to achieve long-term goals. involves self-monitoring, self-evaluation, self-reaction

self-monitoring

attention individuals give to events, behaviors, and feedback related to a goal

self-evaluation

comparative evaluation of the goal state to the current state or goal process

self-reaction

consequence of self-evals. encompass the affective and motivational responses toward discrepancies between desired and goal stateswhich can lead to changes in behavior or goal adjustment.

parts of control theory

sensor, standard, comparator/discriminator/effectorThis includes mechanisms that monitor performance and adjust actions to meet desired goals.

sensor

gathers info. observations and perceptions

standard

state the system attempts to maintain or achieve. would be a goal like level of performance or a general aspiration

comparator/ discriminator

mechanism that info obtained by the sensor is compared to the standard.

effector

interacting with the environment to adjust future sensor input so that it matches the standardor desired state. It implements actions based on the comparator's evaluations.

positive feedback loop

amplifies a change or deviation

negative feedback loop

reduced a change and aims to restore stability

Hierarchical framework of negative feedback loops

is a system structure where multiple negative feedback loops interact to regulate processes across different levels, ensuring stability and adaptability in response to varying conditions. Constraints between units in a system transfer activation or inhibition

regulatory focus

how individuals regulate their behavior. depends on the fundamental needs of underlying goal pursuit

promotion and prevention

promotion focused regulation

Guided by a need for nurturance/aspiration. prefer to achieve their goals by maximizing positive outcomes. positively associated with the speed and productivity

prevention focused regulation

guided by a need for security. Prefer to hit their goal my minimizing mistakes or misses. associated with accuracy and safety

Goal setting theory

behavior is motivated by goals that direct attention and focus efforts. facilitate persistence towards a specific task, and facilitate the development of task-related strategies for achievement

Should be difficult, accepted, specific, and include feedback

Locke’s contribution to goals theory and practice

lab studies

latham’s contribution to goal theory and practice

field studies

ORKs

goals about Objective Key results,

SMART Goals

specific, measurable, achievable, realistic, time-related goals

DAPPS

Dated, Achievable, Personal, Positive, Specific goals

issues with goal-setting theory

-narrow focus

-less likely to help coworkers

-conflict between goals

-task complexity

-mastery vs performance goal orientation

-risk taking

-ignore non-goal areas

-harm intrinsic motivation

incentives

provided by external agent contingent on performance of particular standards of behaviors

ex: monetary (raises, bouses, commission) and non-monetary (vacation days, flex time, recognition programs)

reinforcement theory

more likely to repeat behavior if consequences are good, and less likely if they are unfavorable

expectancy theory

Valence

intrinsic motivation

do a task because we find it interesting or enjoyable, not because what they may achieve

extrinsic motivation

do tasks because of desired outcomes, not because of the activity itself

relationship between intrinsic, extrinsic, and performance

intrinsic and performance always related, but the goal (quality or quantity) and the characteristics of the incentives moderate the relationship

indirect salient incentive

positive moderation on intrinsic and performance

direct salient incentive

negative moderation on intrinsic and performance

If goal is quality…

intrinsic motivation is better

if goal is quantity…

extrinsic motivation is better

job design

the structure, processes, and context of jobs

economic theories of division of labor

dividing the production process into different stages enables workers to focus on specific tasks

motivation and hygiene theory

-hygiene factors: necessary to keep employees from being dissatisfied (pay, benefits, relationships, working conditions)

-motivators: reside tin the content of a person’s job (challenge, autonomy, intrinsic interest, opportunities for creativity)

job characteristic theory

characteristics of a person job are key to influences on behavior with an organization. most influential theory.

focus on: sill variety, task identity, task significance, autonomy, feedback

issues with hygiene theory that job characteristics theory addresses

-imprecise on how motivators are included in jobs

-no tangible measure of job dimensions

-assumes employees want the same things

formalized org structure

extent that an organization’s policies, procedures, job descriptions, and rules are written and explicitly articulated

centralized org structure

business decisions are made at the top of the business or in a head office and distributed down the chain of command

hierarchical org structure

more layersof management

flat org structure

less layers, more people are on the same level