BUSMHR 3200 Exam 2 Study Guide I Motivation K F chapter 6 and 7 A Key Concepts 1 Definition of motivation 1 Physiological processes that arouse and direct goal directed behavior a b motivation is the engine of human performance c a multi faceted construct two different kinds of motivation Intrinsic Aspects related to the job internal characteristics of the person etc ex I want to learn 1 2 Extrinsic Aspects related to rewards recognition perceived equity types of goals set etc ex having a good salary wanting recognition with more more to offer a danger of only relying on extrinsic motivation is that someone will always come around 2 Fundamental equation multiplicative model regarding performance P A x M x O a P performance based on 3 things 1 A ability 2 M motivation 3 O opportunity 3 Need based theories of motivation a b needs physiological or psychological deficiencies that drive behavior 3 theories 1 Maslow s Need Hierarchy Theory unmet needs drive behaviors a work on one need at a time start with the lowest need that requires attention The need to maximize yourself be all that you can be The need to feel good about yourself Importance growth needs deficiency needs Self Actualization Needs Esteem Needs Social Needs Safety Needs Physiological Needs ex hungry tired thirsty 2 Alderfer s ERG Theory a not a strict hierarchy like Maslow s can do all needs at once Growth Needs Esteem and Self Actualization Needs Relatedness Needs Social Needs Existence Needs Physiological and Safety Needs 3 McClelland s Need Theory a motivation is a function of 3 different needs that vary from person to person scaled from low to high success in a role depends on fit between the job and person s needs i ii need for achievement n Ach the desire to accomplish something difficult need for affiliation n Affil the desire to spend time in social relationships and activities iii need for power n Pow the desire to influence coach teach or encourage others to achieve b Projection tests Thematic Apperception Tests TAT i use neutral stimulus to assess needs ex random pictures or ink blot test 2 4 Job design approaches to motivation some jobs are more motivating than others a Focuses on improving satisfaction motivation and performance while reducing absenteeism turnover etc 1 2 3 4 5 Job Enlargement more of the same horizontal growth quantitative growth Job Enrichment vertical growth qualitative growth Job Rotation exposure Job Sharing sharing the same job ex 2 part time workers Job Characteristics Model job description theory says way a job is designed can affect motivation 5 Job characteristics model CORE JOB CHARACTERISTICS CRITICAL PSYCHOLOGICAL STATES OUTCOMES task identity can you identify with experienced meaningfulness of the skill variety a task task significance high intrinsic work motivation high growth satisfaction high general job satisfaction high work effectiveness work outcomes 6 Equity theory autonomy experienced responsibility for work feedback from job a Has its roots in cognitive dissonance theory Festinger knowledge of one s actual results 1 Cognitive dissonance creates psychological discomfort 2 Psychological comfort causes dissonance reduction activities b Components of Adams Equity Theory Inputs can be tangible or intangible 1 2 Outcomes compensation anything else that is valued can be tangible or intangible 3 Outcomes put s Isit worthit a Can be equitable or inequitable b This ratio is what potentially creates dissonance and motivates behavior c example of equity theory 1 if MyOutcomes My put s a individuals may Other sOutcomes Other s put s 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 b Three possible situations for people to experience in equity theory positive inequity negative inequity equity equal i ii iii iv v vi i ii iii 7 Ways to reduce inequity a Need to pay attention to perceptions of equity and Involve others in making decisions that affect them b c Be open to constructive criticism and appeals of decisions d Work hard to treat everyone in an equitable not necessarily equal manner e Where equity exists but is not perceived help others understand f Where inequity exists work to reduce eliminate it g Managerial Courage having the courage to have the tough conversations when you need them 8 Expectancy theory and the components a you will tend to be motivated if 3 1 you put forth effort 2 you will be rewarded 3 the reward is valuable to you Effort leads to Performance leads to Outcomes Rewards 9 Goal setting Expectancy Instrumentality belief performance will be rewarded Valence of Outcome Reward Motivation a Goals direct the individual s attention and focus b Goals help regulate effort and motivate behavior c d Goals help one develop specific action plans and tactics to help in goal achievement e But Goals Need to Be SMART Goals increase persistence 1 Specific 2 Measurable 3 Attainable 4 Relevant 5 Time Based 10 Job satisfaction vs Engagement satisfaction and energy enthusiasm about what you do Job Satisfaction An affective or emotional response to one s job Satisfaction moderately correlated at best with most work outcomes measures Satisfied employees may not necessarily be high performing innovative enthusiastic etc Engagement assumes satisfaction plus a level of excitement and enthusiasm about the work energy enthusiasm for the organization and passion for what one does Engagement more strongly correlated with turnover negative correlation than is satisfaction 11 Employee engagement a b c d e a 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 Say Employees speak positively about the Company to coworkers potential coworkers and current and future customers 2 Stay Employees strongly desire to continue working for the Company 3 Serve Employees exert extra effort and are dedicated to doing the best job to contribute to business success b Employee engagement is influenced and driven by the following factors 1 Relationships e g with coworkers managers etc 2 Organization Leadership 3 Organization Culture and Purpose 4 Quality of Work Life 5 Career Opportunity 6 Work Activities 7 Total Compensation B Terms chapter 6 1 motivation represents those psychological processes that causes the
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