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| The set of processes that arouse, direct, and maintain human behavior toward attaining some goal. |
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| Three Points of MOTIVATION |
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Definition
*MOTIVATION and Job Performance Are not Synonymous
*MOTIVATION is Multifaceted.
*People Are MOTIVATED by More Than Just Money. |
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| What is ment by MOTIVATION and job performance are not synonymous? |
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Definition
| Just because someone performs a task well does not mean that he or she is highly motivated. MOTIVATION is just one of several possible determinants of job performance. The person who performs well may be very skillful but not put forth much effort at all. |
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| What is ment by MOTIVATION is multifaceted? |
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Definition
| People are likely to have several different motives operating at once. Sometimes, these conflict with one another. Two motives may pull the individual different directions, and the one that wins is the one thats strongest in that situation. |
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| What is ment by people are motivated by more than money? |
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Definition
| Although money is important to people, we are motivated to attain many other goals on the job as well. The thing that most strongly motivates workers is not money, butthe prospect of performing jobs that are interesting and challenging. |
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Term
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| Maslow's theory specifying that there are five human needs (PHYSIOLOGICAL, SAFETY, SOCIAL, ESTEEM and SELF-ACTUALIZATION) and that these are arranged in such a way that lower, more basic needs must be satisfied before higher-level needs become activated. |
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| the lowest-order, most basic needs specified by Maslows NEED HIERARCHY THEORY, including fundamental biological drives, such as the need for food, air, water, and shelter. |
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| In Maslows NEED HIERARCHY THEORY, they are the need for a secure envirenment, to be free from threats of physical or psychological harm. |
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| In Maslows NEED HIERARCHY THEORY, the need to be affiliative-that is, to have friends and to be loved and accepted by other people. |
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| In Maslows NEED HIERARCHY THEORY, the need to develop self-respect and to gain the approval of others. |
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| In Maslows NEED HIERARCHY THEORY, the need to discover who we are and to develop ourselves to the fullest potential. |
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Term
| MOTIVATIONAL FIT APPROACH |
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Definition
| The framework stipulatng that motivation is enhanced by a good fit between the traits and skills of individuals and the requirements of the jobs they perform in their organizations. |
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| MOTIVATIONAL FIT APPROACH specifies that two particular induvidual characterists reffered to as Motivational Traits are important. |
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Definition
*Achievement-peoples interest in excelling at what they do, accompishing desired objective
*Anxiety-although psychologists acknowledge that anxiety is complex and takes many forms, broadly conceived, it refers to the tendency for someone to be excessively apprehensive or nervous about things in everyday life. |
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| MOTIVATIONAL FIT APPROACH specifies that two particular induvidual characterists reffered to as Motivational Skills are important. |
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Definition
*Emotional Control-this refers to the capcity to control one's emotions, to stay focused on the task at hand without allowing emotions to interfere.
*Motivational Control-The capacity to push oneself by directing attention to the job, to persist at exerting effort even when one's interest begins to wane. |
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| The MOTIVATIONAL FIT approach specifies that...... |
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Definition
| The MOTIVATIONAL FIT approach specifies that it is important for people's motivational traits and skills to match the requirements of their working environments. |
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| The process of determining specific levels of performance for workers to attain and then striving to attain them. |
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| A popular theory specifying that people are motivated to attain goals because doing so makes them feel successful. |
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| One's belief about having the capacity to perform a task. |
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| The degree to which people accept and strive to attain goals. |
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| 3 Guidelines for Setting Effect Performance Goals |
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Definition
1. Assign a Specific Goal.
2. Assign Difficult, but Acceptable, Performance Goals.
3. Provide Feedback on Goal Attainment. |
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| Goals that are so difficult that they challenge people to rethink the way they work. |
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| STRETCH GOALS that challenge people to achieve higher levels of success in current activities. |
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| STRETCH GOALS that challenge people to perform tasks that they have never done. |
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| The theory stating that people strive to maintain ratios of their own outcomes (rewards) to their own inputs (contributions) that are equal to the outcome/input ratios of others with whom they compare themselves. |
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| The rewards employees receive from their jobs, such as salary and recognition. |
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| Peoples contributions to their jobs, such as their experience, qualifications, or the amount of time worked. |
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| The condition, resulting in feelings of guilt, in which the ratio of one's outcomes-to-inputs is more than the correstponding ratio of another person with whom that person compares himself or herself. |
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| The condition, resulting in feelings of anger, in which the ratio of one's outcomes-to-inputs is less than the corresponding ratio of another person with whom one compares himself or herself. |
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Definition
| The state in which one person's outcome-input ratios in equivalent to that of another person with whome this individual compares himself or herself. |
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| Creating Equity Among People Who Are Underpaid |
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Definition
| Equity can be created by raising one's outcomes and/or lowering ones inputs. |
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| Creating Equity Among People Who Are Overpaid |
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Definition
| Equity can be created by lowering one's outcomes or raise ones inputs. |
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| 3 Managerial Implications of Equity Theory |
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Definition
*Avoid Underpayment
*Avoid Overpayment
*Be Open and Honest with Employees |
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Definition
| Payment systems in which newer employees are paid less than employees hired at earlier times to do the same work. |
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| The theory that asserts that motivation is based on peoples beliefs about the probability that effort will lead to performance (EXPECTANCY), multiplied by the probability that performance will lead to reward (INSTRUMENTALITY), multiplied by the perceived value of the reward (VALENCE). |
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| Basic Elements of EXPECTANCY THEORY |
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Definition
*EXPECTANCY
*INSTRUMENTALITY
*VALENCE |
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Definition
| The belief that ones efforts will positively influence one's performance. |
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Definition
| An individuals belief regarding the likelihood of being rewarded in accord with his or her own level of performance. |
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Definition
| The value a person places on the rewards he or she expects to receive from an organization. |
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| Combing all Three Types Of Expectancy Theory Beliefs |
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Definition
| Expectancy theory claims that motivation is a multiplicative function of all three components. This means that higher levels of motivation will result when expectancy, instrumentality, and valence are all high than when they are low. If any one of these is 0, the level of motivation will be 0. |
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| Putting Expectancy Theory To Work: Key Managerial Implications |
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Definition
*Clarify peoples EXPECTANCIES and their effort will lead to performance.
*Administer rewards that are positively valent to employees.
*Clearly link valued rewards and performance. |
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Term
| CAFETERIA-STYLE BENIFIT PLANS |
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Definition
| Incentive systems in which employee have an opportunity to select the fringe benefits that want from a menu of available alternatives. (Administer Rewards The Are Postively Valent to Employees) |
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Term
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Definition
| A payment system in which employees are paid differentially, based on the quantity and quality of their performance. PAY-FOR-PERFORMANCE plans strengthen INSTRUMENTALITY beliefs. (Clearly Link Valued Rewards and Performance). |
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| INCENTIVE STOCK OPTION (ISO) PLANS |
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| Corporate programs in which a company grants an employee to purchase its stock at some future time at a sepcified price. (Clearly Link Valued Rewards and Performance) |
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| An approach to motivation suggesting that jobs can be created so as to enhand people's interest in doimg them. (Motivating by Structuring Jobs to Make Them Interesting) |
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| The practice of expanding the content of a job to include more variety and a greater number of tasks at the same level. |
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| The practice of giving employees a high degree of control over their work, from planning and organization, through implementing the jobs and evaluation the results. |
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Term
| JOB CHARACTERISTICS MODELS |
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Definition
| An approach to job enrichment which specifies that five core job dimensions (skill variety, task identity, task significance, autonomy, and job feedback) produce critical psychological states that lead to beneficial outcomes for individuals (high job satisfaction) and the organization (reduced turnover) |
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Term
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Definition
| refers to the extent to which a job requires doing different activities using several of the employee's skills and talents. For example an office manager with high skill variety may have to perform many different tasks like do word processing, answering the phone, and greeting) |
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| Refers to the extent to which a job requires completing a whole piece of work from beginning to end. For example, tailors will have high task identity if they do everything related to making a whole suit. |
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| Refers to the degree of impact the job is believed to have on others. For example, medical researchers working on a cure for a deadly disease probably recognize the importance of their work to the world at large. Even more modest contributions to the company can be recognized as being significant to the extent that emloyees understand the role of their jobs in the overall mission of the organization. |
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Definition
| Refers to the extent to which employees have the freedom and discretion to pan, schedule, and carry out their jobs as desired. For example, a furniture repair person may act highly autonomously by freely scheduling his or her day's work and by freely deciding how to tackle each repair job confronts. |
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| Refers to the extent to which the job allows people to have information about the effectiveness of their performance. For Example, telemarketing representatives regularly receive information about how many calls they make per day and the number and values of the sales made. |
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Term
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Definition
| the personality variable describing the extent to which people have a high need for personal growth and development on the job. The JOB CHARACTERISTICS MODEL best describes people high in growth need strength. |
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Term
| Motivating Potetial Score |
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Definition
| A mathematical index describing the degree to which a job is designed so as to motivate people, as suggested by the JOB CHARACTERISTICS MODEL. It is computed on the basis of a questionnaire know as the Job Diagnostic Survey (JDS). THe lowers the MPS, the more the job may stand to benefit from redesign. |
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Term
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Definition
| MPS=((Skill Variety+Take Identity+Task Significance)/(3))*autonomy*feedback |
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| Techniques for Designing Jobs that Motivate: Some Managerial Guidelines |
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Definition
1. Combine tasks, enabling workers to perform the entire job.
2. Establish client relationships, allowing providers of a service to meet the recipients.
3. Load jobs vertically, allowing greater responsibility and control over work.
4. Open feedback channels, giving workers knowledge of the results of their work. |
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