BUSMHR 3200 Exam II Study Guide Robbins Judge Chapter 7 Motivation The processes that account for an individual s intensity direction and persistence of effort towards attaining a goal Intensity how hard a person tries Elements of Intensity Direction where to channel intensity to benefit the organization Persistence how long a person can maintain effort Maslow s Hierarchy of needs little evidence proves the theory 1 Psychological hunger thirst shelter etc 2 Safety security and protection from physical and emotional harm 3 Social affection belonging acceptance and friendship 4 Esteem internal factors self respect autonomy and achievement 5 Self actualization drive to become what we re capable of becoming In order to motivate someone you need to know what level they re currently at to get them the next one Separates needs into higher and lower orders Lower psychological safety satisfied external Higher esteem self actualization satisfied internally McGregor s Theory X vs Theory Y There is 2 distinct views of human beings X negative Y Positive X managers believe inherently dislike work and must be directed coerced into performing it Y managers assume employees can view work as being as natural as rest play and therefor the average person can learn to accept personality Herzberg s two factor theory motivation hygiene theory relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction Hygiene factors supervision pay company policies physical working conditions To motivate he says to emphasize factors associated with work itself or with outcomes directly derived from it McClelland Theory of Needs looks at 3 needs 1 Need for Achievement drive to excel to achieve in relation to a set of standards better with 50 50 chance 2 Need for Power need to make others behave in a way they would not otherwise 3 Need for Affiliation desire for close and interpersonal relationships Need for power and affiliation are both associated with manager success Self Determination Theory people prefer to feel they have control over their actions so anything that makes a previously enjoyed task feel more like an obligation than a freely chosen activity will undermine motivation Cognitive Evaluation Theory hypothesizes that extrinsic rewards will reduce intrinsic interest in a task Self Concordance considers how strongly people s reasons for pursuing goals are consistent with their interests and core values Job engagement investment of an employee s physical cognitive and emotional energies into job performance Goal Setting Theory A theory that says that s specific and difficult goals with feedback lead to high performance Three factors that influence the goals performance relationship and goal commitments task characteristic and national culture Goals have different effects in different cultures Management by Objectives emphasizes participating setting goals that are tangible verifiable and measureable Works from the bottom up and top down goal specificity participation in decision making explicit time period and performance feedback Self Efficacy Theory Individual s belief that they re able to perform tasks Intelligence and personality can increase self efficacy Four ways to increase self efficacy 1 Enactive mastery gaining relevant experience with task or job 2 Vicarious modeling becoming more confident because you see someone else doing the same task EX friend is losing weight so you can too 3 Verbal persuasion becoming more confident because someone convinces you that you have the necessary skills to be successful 4 Arousal leads you to the energized state Pygmalion effect form of self fulfilling prophecy in which believing something can make it true Equity Theory Employees perceive what they get from a situation salary levels raises recognition in relationship to what they put into it effort experiences education competence and then they compare their outcome input ratio with that of relevant others 1 Self inside employee s experiences in a different position inside the 2 Self outside employee s experiences in a situation position outside the 3 Other inside an individual group of individual inside an employee s employee s current organization employee s current organization organization 4 Other outside an individual group of individual outside an employee s organization Organizational Justice Overall perception of what is fair in the workplace composed of distributive procedural and interactional justice Distributive Justice Employee s perceived fairness of the amount of rewards among individuals and who received them related to organizational commitment and pay Procedural Justice Perceived fairness of the process used to determine the distribution of rewards o Relates strongly to job satisfaction employee trust job performance and leaving o Explanations clear reasons management gives the outcome Interactional Justice individual s perception of the degree to which she is treated with dignity concern and respect Expectancy Theory Argues the strength of out tendency to act a certain way depends on the strength of our expectation of a given outcome and its attractiveness Focuses on 3 relationships Effort performance relationship probability perceived by the individual that exerting a given amount of effort will lead to performance Performance reward relationship degree to which individual believes performing at a particular level will lead to attainment of a desired outcome Rewards personal goals relationship degree to which organizational rewards satisfy an individual s personal goals needs and the attractiveness of those potential rewards from the individual Robbins Judge Chapter 8 Research on motivation focuses on approaches that link motivational concepts with changes in the way work is constructed Job Design The way elements in a job are organized Research suggests the way it is organized can increase or decrease effort and suggest what those elements are Job Characteristic Model Can describe any job in terms of the 5 core job dimensions 1 Skill Variety the degree to which a job requires a variety of different activities so the worker can use a number of different skills and talents 2 Task Identity degree to which a job requires completion of a whole and 3 Task Significance degree to which a job affects the lives and jobs of other identifiable piece of work people 4 Autonomy degree to which a job provides the worker freedom independence and discretion in scheduling
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