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motivation
a psychological process that causes direction, intensity, and persistence of voluntary actions that are goal directed
what affects motivation
individual differences
EX] personality, values, beliefs
the situation
EX] the nature of the work, working conditions
organizational context
EX] resources, systems, rewards
expectancy
“will i succeed at the task?”
instrumentality
“will i be rewarded?”
valence
“do i want the reward?”
self-efficacy
a person’s belief about their ability to successfully accomplish a specific task (i.e., task-specific confidence)
mastery experience
break big projects down into small wins
feedback
letting person know how well their performing on certain task
modeling
letting someone show you how to do the task
social persuasion
words of encouragement like “you can do it!” “i believe in you!”
goal specificity
specific goals are better than “do your best” goals
goal difficulty
difficult goals are better than easier goals
specific
what, how, where, wen, and with whom the task needs to be accomplished
measurable
how much, how well, at what cost
achievable
challenging, yet accepted
relevant
within the employee’s control
time-framed
dude date and when assessed
exciting
employee commitment, not just compliance
reviewed
feedback and recognition on goal progress and accomplishment
distributive justice
perceived fairness of outcome
EX] i got the pay raise i deserved
procedural justice
perceived fairness of process used to determine outcome
EX] i had input into the process used to give raises and was given a good explanation of why i received the raise i did
interactional justice
perceived degree to which one is treated with dignity and respect
EX] when telling me about my raise, my supervisor was very nice and complementary
organizational justice
overall perception of what is fair in the workplace
EX] i think this is a fair place to work
continuous
each time behavior occurs it is reinforced
fixed interval
at fixed time intervals, the behavior is reinforced
variable interval
at random time intervals, the behavior is reinforced
fixed ratio
after a fixed number of occurrences, the behavior is reinforced
variable ratio
after a random number of occurrences, the behavior is reinforced
pygmalion effect
a persistently held belief in a person or subject such that the belief becomes reality
frame the situation
context / situation where / when the behavior took place
action
action / behavior expressed in a non-evaluate / judgmental terms
impact
effect of behavior on the person giving feedback
roll out (i.e., next steps)
look at situation dispassionately and share insights and agree to handling of similar situation in future
fit
perceived compatibility with the job, organization, or community
links
connections between an employee and other individuals and groups
sacrifice
perceived costs associated with leaving a job
time-based strategies
compressed work weeks
flextime
flexible leave policies
information-based strategies
work/life person / department
resource and referral service
— education assistance
— wellness resource
— eldercare resources
— childcare resources
— financial education
money-based strategies
vouchers for child care
flexible spending accounts
concierge services
direct services
on-site child care
on-site recreation opportunities
on-site meals
nap pods / rooms
relaxation rooms
culture-change strategies
training for managers to help employees deal with work-life conflict
focus on employees’ actual performance, no just “face time”
link manager pay to employee satisfaction
poor sleep quality - employee
more stress / anxiety
lower performance
poor judgment and lack of self control
poor sleep quality - leader
less patience with employees
viewed as less charismatic by employees
