MAN3240 Exam 2 Chapter 6 Motivation•Motivation: the set of energetic forces that originates both within and outside an em-ployee, initiates work-related effort, and determines its direction, intensity, and persistence. •Engagement: A term commonly used in the contemporary workplace to summarize motivation levels.Why are some employees more motivated than others?•Expectancy theory: describes the cognitive process that employees go through to make the choices among different voluntary responses. -Employee behavior is directed toward pleasure and away from pain, or generally, towardcertain outcomes and away from others. -Choices to direct you in the “right direction” depend on three beliefs: •Expectancy: the belief that exerting a high level of effort will result in a success-ful performance of some task. -A subjective probability that a specific amount of effort will lead to a specific level of performance. -Self-efficacy: the belief that a person has the capabilities needed to execute thebehaviors required for task success. What is considered in self efficacy levels:1. Past accomplishments: the degree to which they have succeeded or failed in similar sorts of tasks in the past.2. Vicarious Experiences: taking into account their observations and discussions with others who have performed such tasks. 3. Verbal Persuasion: friends, coworkers, and leaders can persuade employees that they can “get the job done.”4. Emotional Cues: feelings of fear or anxiety can create doubts about task accomplishments, whereas pride and accomplishment can bolster confidence levels. Example: Pre-game talk from a coach; (1) refer to past victories, (3) pep talks about how good the team can be, (4) and cheers to rally the troops.•Instrumentality: represents that the belief in successful performance will result in some outcome(s).•Valence: reflects the anticipated value of the outcomes associated with perfor-mance. -May be positive: salary increases, bonuses, rewards*Outcomes may be deemed more attractive if they satisfy needs, cogni-tive groupings or clusters of outcomes that are viewed as having critical psychological or physiological consequences. -Different people have different needs. *Extrinsic Motivation: motivation that is controlled by some contin-gency that depends on task performance. Ex: bonuses, promotion, praise*Intrinsic Motivation: motivation that is felt when task performance serves as its own reward. Ex: enjoyment, interestingness, knowledge*Attractiveness of rewards varies across cultures. -May be negative: disciplinary actions, demotions, terminations. -Meaning of Money: the degree to which money is viewed as symbolic, not just an economic value.*Men are more likely to view money as symbolic; achievement, respect, and freedom.•Motivational Force: E---->P X SIGMA[(P---->O) X V]-Equals zero if any of the three beliefs equals zero. Ex: It doesn’t matter how confident you are if performance doesn’t result in any outcomes. Or it doesn’t matter how well performance is evaluated or rewarded if you don’t believe you can perform well. •Goal Setting Theory: views goals as the primary drivers of the intensity and persis-tence of effort. -Theory argues that assigning more specific and difficult goals results in higher levels of performance. -Self-set goals: the internalized goals that people use to monitor their own task performance. -Task strategies: learning plans and problem-solving approaches used to achieve successful performance. -Moderators: rather than directly affecting other variables, moderators affect the strength of the relationships in between variables. •Feedback: consists of updates on employee progress toward goal attainment. •Task Complexity: reflects how complicated the information and actions in-volved in the tasks are, as well as how much the task changes. •Goal Commitment: degree to which a person accepts a goal and is determined to reach it. -S.M.A.R.T. Goals: link rewards directly to goal achievement. Stands for: Specific, Measurable, Achievable, Results-based, and Time-Sensitive. •Equity Theory: acknowledges that motivation does not just depend on your own be-liefs and circumstances but what also happens to other people. -Comparison other: some person who seems to provide an intuitive frame of refer-ence for judging equity. Three possibilities: 1. Ratio or outcomes to inputs is balanced, you feel a sense of equity and maintainintensity and persistence in effort.2. Ratio of outcomes to inputs is less than your comparison other’s ratio. Trigger equity distress: an internal tension that can only be alleviated by restoring balance to the ratio.3. Ratio of outcomes to inputs is greater than your comparison other’s ratio. This might create guilt or anxiety.*Cognitive Distortion: A reevaluation of the inputs an employee brings to a job, often occurring in response to equity stress. -Internal Comparison: refer to someone they compare to in the same company. -External Comparison: refer to someone they compare to in a different company.•Psychological Empowerment: An energy rooted in the beliefs that tasks are con-tributing for some larger purpose. This is intrinsic motivation. -Meaningfulness: captures the value of a work goal or purpose, relative to a person’s own ideals and passions. -Self-Determination: reflects a sense of choice in the initiation and continuation of work tasks. -Competence: captures a person’s belief in his or her capability to perform work taskssuccessfully. Identical to Self-efficacy. -Impact: reflects the sense that a person’s actions “make a difference”- that process is being made toward fulfilling some important purpose. Chapter 7 Trust, Justice, and Ethics•Reputation: reflects an organization’s prominence of it’s brand in the minds of the public and the perceived quality of its goods and services. Takes a long time to build, but very easy to break.-Most employees would rather work at a company with a clean reputation for an average salary for the sake of their own personal image.-Trust: the willingness to be vulnerable to a trustee based on positive expectations about the trustee’s actions and intentions. Reflects the willingness to take a risk. •Disposition Based: meaning your personality traits include a general propensity to trust others.*Trust Propensity: a general expectation that the words, promises, and statements of individuals, and groups can be relied on. -shaped by early
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