Key ConceptsMHR 3200—Exam 2 (8:00 am and 8:40 pm)Note: This is not necessarily an all-inclusive list, but rather is intended merely to be a list of the major concepts we’ve covered in class/lectures and of which you should have a good level of knowledge and understanding. I reserve the right to ask questions on Exam2 that do not tie directly to material on this list and/or that do fall into the required reading for this section of the course.Motivation- Definition of motivation: - Those psychological processes that cause the arousal, direction, and persistence ofvoluntary actions that are goal directed.- Intrinsic vs. extrinsic motivation- Intrinsic: Passion motivation from WITHIN (Occurs when an individual is “turned on to one’s work because of the positive internal feelings that are generated by doing well, rather than being dependent on external factors (such as incentive pay or compliments from the boss) for the motivation to work effectively.)- Extrinsic: Motivation from WITHOUT (Environment)- P=A x M x O- P= Performance - A=Ability- M=Motivation- O= Opportunity- If one of these is low, the product is going to be low. - All need to be consistently high. - All are important, any one of them can limit you- Need-based theories of motivation (e.g., Maslow, Alderfer, McClelland)- Needs: Are physiological or psychological deficiencies that arouse behavior. Theycan be strong or weak and are influenced by environmental factors. Human needs thus vary over time and place and represent a key personal factor that influences motivation. - Maslow’s Need Hierarchy Theory: Abraham Maslowo Motivation is the function of five basic needs-physiological, safety, love, esteem, and self-actualization- When one’s physiological needs are relatively satisfied, one’s safety needsemerge, and so on up the need hierarchy, one step at a time. Once a need is satisfied it activates the next higher need in the hierarchy.- Managers are more likely to fuel employee motivation by offering benefitsand rewards that meet individual needs.- Alderfer’s ERG Theory: - McClelland’s Need Theory: Motivation is a function of three different needs that vary from individual to individual: o Need for Achievement (n-Ach): The desire to accomplish something difficult.o Need for Affiliation (n-Affil): The desire to spend time in social relationships and activities.o Need for Power (n-Pow): The desire to influence, coach, teach, or encourage others to achieve.- Job design-related motivation (e.g., job enlargement, job enrichment, etc.)- Job Enlargement: Involves putting more variety into a worker’s job by combining specialized tasks of comparable difficulty. Also called horizontally loading the job.- Job Enrichment: modifying a job such that an employee has the opportunity to experience achievement, recognition, stimulating work, responsibility and advancement- Motivators: association with strong effort and good performanceo No satisfaction to satisfactiono No satisfaction jobs that do not offer achievement, recognition, stimulating work, responsibility and advancement -> satisfaction jobs offering achievement…- Hygiene factors: o No dissatisfaction to dissatisfactiono No dissatisfaction jobs with good company policies and administration, technical supervision, salary, interpersonal relationships with superiors and working conditions -> jobs with poor company policies…- Accomplished through vertical loading aka giving workers more autonomy and responsibilityUnlike Maslow’s Need Hierarchy, this is not a strict hierarchy theory- Job Rotation: moving employees from one specialized job to another- By rotating employees form job to job, managers believe they can stimulate interest and motivation while providing employees with a broader perspective of the organization- Job Sharing:- Job Characteristics Model:-- Job characteristics model (skill variety, etc.)To get experienced meaningfulness of the work:o Skill Variety: The extent to which the job requires an individual to perform avariety of tasks that require him or her to use different skills and abilitieso Task Identity: the extent to which the job requires and individual to perform a whole or completely identifiable piece of work. When a person works on aproject form beginning to end and sees a tangible resulto Task Significance: the extent to which the job affects the lives of other people within or outside the organizationTo get experienced responsibility for work outcomes:o Autonomy: the extent to which the job enables an individual to experience freedom, independence and discretion in both scheduling and determining the procedures used in completing the jobTo get knowledge of the actual results of the work activities:o Feedback: the extent to which an individual receives direct and clear information about how effectively he or she is performing- Job satisfaction- An affective or emotional response to one’s job.- Employee engagement Is a measure of how engaged, involved, satisfied and committed individuals feel in their job and as an employee. It is measured (e.g., using an employee survey) by looking at three key behaviors: 1. Feelings of urgency 2. Feelings of being focused 3. Feelings of intensity 4. Feelings of enthusiasm- Equity theory—the model, basic components (e.g., inputs, outcomes), outcomesIndividuals may:–Increase or decrease inputs–Change their outcomes–Distort their perceptions of inputs and/or outcomes–Distort perceptions of other’s inputs and/or outcomes–Change the referent others–Leave the organization- Ways to reduce inequityAltering your outcomes or inputs Negative inequality- Increase output: asking for a raise or promotion- Reduce input: work fewer hours or less effort- Cognitively: Other person works harder or has more expertise- Expectancy theory and the components (e.g., expectancies, instrumentalities)My OutcomesMy inputsOther’s OutcomesOther’s InputsIF=\Expectancy: an individual’s belief that a particular degree of effort will be followed by aparticular level of performance (Effort -> performance) on a scale from 0 to 1, 0 is no impact on performance- Self esteem- Self efficacy- Previous success at the task- Help received from others- Information necessary to complete the task- Good materials and equipment to work withInstrumentality: A person’s belief that a particular outcome is continent on accomplishing a specific level of performance (performance -> outcome
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