Ch 4: Theories of Motivation

motivation

intensity, direction, and persistence of effort a person shows in reaching a goal

theory x

assumption that employees dislike work, will attempt to avoid it, and must be coerced, controlled, or threatened with punishment to achieve goals

theory y

assumption that employees like work, are creative, seek responsibility, and will exercise self-direction and self-control if they are committed to the objectives

intrinsic motivators

person’s internal desire to do something due to such things such as interest, challenge, and personal satisfaction

extrinsic motivators

motivation that comes from outside the person and includes things such as pay, bonuses, and other tangible rewards

hierarchy of needs theory

hierarchy of five needs (physiological, safety, social, esteem, and self-actualization) in which, as each need is substantially satisfied, the next need becomes dominant

lower-order needs

needs that are satisfied externally, such as physiological and safety needs

higher-order needs

needs that are satisfied internally, such as social (belonging), self-esteem, and self-actualization

two-factor theory

theory that relates intrinsic factors to job satisfaction with dissatisfaction

• also called the motivation-hygiene theory

hygiene factors

factors that when adequate in a job, employees are not dissatisfied

• e.g., company policy and administration, supervision, and salary

mcclelland’s theory of needs

achievement, power, and affiliation are three important needs that help explain motivation

expectancy theory

individuals act based on their evaluation of whether their effort will lead to good performance, whether good performance will be followed by a given outcome, and whether that outcome is attractive

expectancy

belief that effort is related to performance

instrumentality

belief that performance is related to rewards

valence

value or importance an individual places on a reward

goal-setting theory

says that specific and difficult goals, with feedback, lead to higher performance

management by objectives (MBQ)

approach to goal setting where specific measurable goals are jointly set by managers and employees → progress on goals periodically reviewed → rewards allocated on the basis of this progress

self-efficacy theory

individuals’ beliefs in their ability to perform a task influence their behaviour

reinforcement theory

says behaviour is a function of its consequences

behaviourism

theory that argues that behaviour follows stimuli in a relatively unthinking manner

continuous reinforcement

desired behaviour is reinforced each and every time it is demonstrated

intermittent reinforcement

desired behaviour is reinforced often enough to make the behaviour work repeating, but not every time it is demonstrated

fixed-interval schedule

reward is given at fixed time intervals

variable-interval schedule

reward is given at variable-time intervals

fixed-ratio schedule

reward is given at fixed amounts of output

variable-ratio schedule

reward is given at variable amounts of output

equity theory

theory that asserts that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities

organizational justice

overall perception of what is fair in the workplace, composed of distributive, procedural, informaional, and interpersonal justice

distributive justice

perceived fairness of the amount and allocation of rewards among individuals

procedural justice

perceived fairness of the process used to determine the distribution of rewardsin

informational justice

degree to which employees are provided truthful explanations for decisions

interpersonal justice

degree to which employees are treated with dignity and respect

self-determination theory

theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation

cognitive evaluation theory

offering extrinsic rewards for work effort that was previously rewarding intrinsically will tend to decrease the overall level of a person’s motivation

self-concordance

degree to which a person’s reasons for pursuing a goal are consistent with the person’s interest and core values