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| set of energetic forces that originates both within and outside an employee, initiates work-related effort, and determines its direction, intensity, and persistence |
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| Job Performance is function of 2 factors |
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| Motivation determines the... |
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| DIRECTION of Effort, INTENSITY of Effort, PERSISTENCE of Effort |
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| describes the cognitive process that employees go through to make choices amoung different voluntary responses. Based on expectancy, instrumentality, and valence |
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| belief that exerting a high level of effort will result in the successful performance of some task; probability. Important factor is self-efficacy |
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| belief that a person has the capabilities needed to execute the behaviors requires for task success. Self-confidence---consider past accomplishments, vicarious experiences, verbal persuasion, and emotional cues |
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| belief that successful performance will result in some outcome |
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| Reflects the anticipated value of the outcomes associated with performance;ie bonuses; need to satisfy needs (clusters of outcomes that are viewed as having critical psychological or physiological consequences) |
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| motivation that is controlled by some contingency that depends on task performance -- pay, bonuses, promotions, benefits and perks, spot awards |
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| motivation that is felt when task performance serves as its own rewards |
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| degree to which they view money as having symbolic, not just economic value- achievement, respect, and freedom |
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views goals as the primary drivers of the intensity and persistence of effort
Goal: objective or aim of an action and typically refer to attaining a specific standard of proficiency, often wihtin a specified time limit *better to have specific and difficult goals |
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| shaped by specific and difficult goals; the internalized goals that people use to monitor their own task progress |
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| learning plans and problem-solving approaches used to achieve successful performance |
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| variables that specify when assigned goals will have stronger or weaker effects on task performance- feedback, task complexity, and goal commitment |
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| updates on employee progress toward goal attainment |
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| reflects how complicatred the info. and actions involved in a task are, as well as how much the task changes |
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| degree to which a person accepts a goal and is determined to try to reach it |
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| specific, measurable, achievable, results-based, and time-sensitive |
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| Strategies for fostering goal commitment |
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| rewards, publicity, support, participation, resources |
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| motivation doesn't just depend on your own beliefs and circumstances but also on what happens to other people. |
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| person who seems to provide an intuitive frame of reference for judging equity. Outcomes could be balanced (feel sense of equity), your ratio could be less (angry decrease inputs or steal), ratio could be more (feel guilt, cognitive justification) |
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ratio of outcomes to inputs is less than your comparison other's ratio- internal tension that can only be alleviated by restoring balance to the ratios
1. constructive and proactive
2. counterproductive behaviors- theft
3. Shrink your efforts |
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| Cognitive distortion/justification |
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| allows you to restore balance mentally, without altering your behavior in any way. Reevaluate your inputs and decide your inputs are really inportant. Mentally increase your inputs |
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| Can create an "overall equity" judgment |
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| job equity is the most powerful driver of citizenship behavior, whereas occupational equity is the most powerful driver of employee withdrawal |
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| Psychological empowerment |
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| belief that work tasks contribute to some larger purpose- intrinsic motivation: meaningfulness, self-determination, competence, and impact |
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| value of a work goal or purpose, relative to a person's own ideals and passions. Contributes to society in some way. |
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| a sense of choice in the initiation and continuation of work tasks. Doing it because you chose to do it. |
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| captures a person's belief in his or her capability to perform work tasks successfully- self- efficacy concept |
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| "make a difference". a person's actions are making progress towards fulfilling some important pupose |
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| Motivating force with the strongest performance effect |
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1. self-efficacy/competence
2. difficult goals
3. valence, instrumentality, and expectancy
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| one that stretches an employee to perform at his or her maximum level while still staying within the boundaries of his or her ability |
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