Key Concepts MHR 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 Exam 2 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 of voluntary 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 All need to be consistently high All are important any one of them can limit you If one of these is low the product is going to be low Need based theories of motivation e g Maslow Alderfer McClelland Needs Are physiological or psychological deficiencies that arouse behavior They can 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 Maslow o 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 needs emerge 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 benefits and rewards that meet individual needs Unlike Maslow s Need Hierarchy this is not a strict hierarchy theory 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 o Need for Affiliation difficult relationships and activities encourage others to achieve o Need for Power n Ach The desire to accomplish something n Affil The desire to spend time in social n Pow The desire to influence coach teach or 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 performance o No satisfaction to satisfaction o No satisfaction jobs that do not offer achievement recognition stimulating work responsibility and advancement satisfaction jobs offering achievement Hygiene factors o No dissatisfaction to dissatisfaction o 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 responsibility 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 a variety of tasks that require him or her to use different skills and abilities o 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 a project form beginning to end and sees a tangible result o Task Significance the extent to which the job affects the lives of other people within or outside the organization To 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 job To 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 Employee engagement An affective or emotional response to one s job 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 outcomes IF My Outcomes My inputs Other s Outcomes Other s Inputs Individuals 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 inequity Altering 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 Expectancy an individual s belief that a particular degree of effort will be followed by a particular 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 with Instrumentality A person s belief that a particular outcome is continent on accomplishing a specific level of performance performance outcome perception 1 to 1 1 attainment of a particular outcome is totally dependent on task performance 0 no relationship between performance and receiving an outcome 1 high performance reduces the chance of obtaining an outcome while low performance increases the chance
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