motivation chap 7
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8/13/2019 Motivation Chap 7
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Enriquez, FrauleinEscuzar, ShairaEstapia, MarieRomeo, Abigail
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The processes that account for an individuaintensity, direction, and persistence of effort to
attaining a goal.
Three key elements:
Intensi ty - describes how the person tries
Direct ion - orientation towards the organization’s goal
Persistence - measures how long a person can maintaineffort
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Hierarchy of Needs Theory
Theory X and Theory Y
Two-Factor Theory
McClelland’s Theory of Needs
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Each in the level in the needs hierarchy must be satisfied before thbecomes dominant
Lower-order needs: satisfied externally
- Physiological
- Safety
Higher-order needs: satisfied internally
- Social
- Esteem
- Self-actualization
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Physiological
Includes hunger, thirst, shelter, sex, and other bodily needs.
Safety
Security and protection from physical and emotional harm.
Social
Affection, belongingness, acceptance, and friendship.
Esteem
Internal factors such as self-respect, autonomy, and achievement, and efactors such as status, recognition, and attention.
Self-actualization
Drive to become what we are capable of becoming; includes growth, acour potential, and self-fulfilment.
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The views of the nature of the human beings are baa certain assumptions that mold their behavio
Theory X = negative perspective = poor results
Theory X is the assumption that employees dislike work, are lazy, dislike resp
and must be coerced to perform.
Theory Y = positive perspective = better performance & res
Theory X is the assumption that employees like work, are creative, seek respand can exercise self-direction.
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Relates intrinsic factors to job satisfaction and associates efactors with dissatisfaction. Also called motivation-hygiene
Intrinsic factors (motivators) = job satisfaction
Extrinsic factors(hygiene) = job dissatisfaction
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CRITICISMS OF TWO-FACTOR THEORYHerzberg says that hygiene factors must b e met to
remove dissat isfact ion. If mo tivators are given,then sat isfact ion can occur.
Herzberg is limited by his methodology
-Participants had self-serving bias
Reliability of raters questioned
-Bias or errors of observation
No overall measure of satisfaction was used
Herzberg assumed, but didn’t research, a strong relationshipbetween satisfaction and productivity
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A theory that states achievement, power, and affiare three important needs that help explain motiv
Need for achievement (nAch) is the drive to succeed and excel in relationstandards.
Need for power (nPow) is the need to make others behave in a way they whave otherwise.
Need for affiliation (nAff) is the desire for friendly and close interpersonalrelationships.
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Self-Determination Theory
Goal-Setting Theory
Self-Efficacy Theory
Reinforcement Theory
Equity Theory
Expectancy Theory
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People prefer to feel they have control over their aso anything that makes a previously enjoyed tas
more like an obligation than a freely chosen activundermine motivation.
Cognitive Evaluation Theory – hypothesizes that extrinsic rewareduce intrinsic interest in a task.
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Intrinsic and extrinsic rewards are not independent
Extrinsic rewards may decrease intrinsic rewards
Goal setting is more effective in improving motivation
Verbal rewards increase intrinsic motivation; tangible rewardit
Self – concordanceThe degree to which peoples’ reasons for pursuing goals are consist
their interests and core values.
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The investment of an employee’s physical, cognitiemotional energies into job performance.
What makes people mo re l ike ly to be engaged in thei r jobs?
The degree to which an employee believes it’s meaningful to engage in wo
A match between the individual’s values and those of the organization.
Critiques:
Construct is partially redundant with job attitudes like satisfaction and stress
“dark side” to engagement
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A theory that says that specific and difficult goals, with feedback
higher performance.
Why are people motivated by difficult goals?
Challenging goals get our attention and tend to help us focus.
Difficult goals energize us because we have to work harder to attain them.
When goals are difficult, people persist in trying to attain them.
Difficult goals lead us to discover strategies that help us perform the task m
effectively.
Relationship between goals and performance depends on:
Goal commitment (the more public the better)
Task characteristics (simple, well-learned; group goals are preferable)
Culture (most studies done in US and Canada)
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A systematic way to utilize goal-settingGoals must be: Tangible
Verifiable
Measurable
4 Ingredients common to MBO programs: Goal Specificity
Participation in Decision Making
Explicit Time Period
Performance Feedback
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Corporate goals are broken down into smaller, more specific goals at each level of o
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The individual’s belief that he or she is capable ofperforming a task.
Albert Bandura’s four ways of increasiself- efficacy: Enactive mastery Vicarious modeling
Verbal persuasion
Arousal
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The assumption that behavior is a function of itsconsequences.
Concepts:Behavior is environmentally caused.Behavior can be modified (reinforced) by providing
(controlling) consequences.Reinforced behavior tends to be repeated.
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Argues that people learn to behave to get something thwant or to avoid something they don’t want.
BEHAVIORISM Argues that behavior follows stimuli in a relatively untmanner.
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Is an extension of operant conditioning that assumes beis a function of consequences- it also acknowledges the
of observational learning and perception.
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Attentional processes
Retention processes
Motor reproduction processesReinforcement processes
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Individuals compare their job inputs and outcomes witof others and then respond to eliminate any inequities.
Referent Comparisons Self- inside
Self- outside
Other- inside
Other- outside
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CHOICES FOR DEALING
WITH INEQUITY:
1. Change inputs (slack off)
2. Change outcomes (increase output)
3. Distort/change perceptions of self
4. Distort/change perceptions of others
5. Choose a different referent person
6. Leave the field (quit the job)
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A theory that says that the strength tendency to act in a certain way depends strength of an expectation that the act wfollowed by a given outcome and o
attractiveness of that outcome to the individ
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1. Effort-performance relationshipThe probability perceived by the individual that exerting a giveamount of effort will lead to performance
2. Performance-reward relationship
The degree to which the individual believes performing at aparticular level will lead to the attainment of a desired outcome
3. Rewards-personal goals relationship
The degree to which the organizational rewards satisfy an indipersonal goals or needs and the attractiveness of those potenrewards for the individual.
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Expectancy theory helps explain why a lot of
workers aren’t , motivated on their jobs and only do
the minimum necessary to get by.
1. “If I give a maximum effort, will it e recognized in my pe
appraisal?”
• No matter how hard they try, they’re not likely to be high p
• The organization’s performance appraisal system may b
to asses nonperformance factors such as loyalty, in
courage, which means more effort won’t necessarily higher evaluation
• Employees perceive the boss doesn’t like them
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2. “If I get a good performance appraisal, will it lorganizational rewards?”
• Many organizations reward things beside performa
3. “If I’m rewarded, are the reward attractive to me?”
• Many managers are limited in the rewards thdistribute, which makes it difficult, to tailor rewindividual employee needs
• Some incorrectly assume all employees want thething, thus overlooking the motivational effedifferentiating rewards
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Based on Expectancy Theory
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