Management Week 3

psychological processes that arouseand direct goal-directed behavior

Two theories of motivation

identify internal factors influencing motivation - maslows need hierarchy, alderfer;s erg, mcclelland's needs, herzberg's motivator hygiene

identify the process by which internal factors and cognitions influence motication - adam's equity, vroom's expectancy, goal setting theory

theory suggests that there are five human needs and that these are arranged in such a way that lower, more basic needs must be satisfied before higher level needs become activated

Maslow's need hierarchy: refer to satisfying fundamental biological drives

Maslow's need hierarchy:refer to the need for a secure environment that is free from threats of physical or psychological harm

Maslow's need hierarchy: the needs to have friends and to be loved and accepted by other people

Maslow's need hierarchy:a person's need to develop self respect and to gain the approval of others

Maslow's need hierarchy: the need to become all that one can be, to develop one's fullest potential

said that motivation is a function of three basic needs lowest is existence middle is relatedness, and highest is growth

desire for physiological and materialistic well being

desire to have meaningful relationships with significant others

desire to grow and use one's abilities to their fullest potential

3 parts of mccellands need theory

Herzber's motivator-hgiene model - hygiene factors are job characteristics associate with job dissatisfaction such as

motivators are job characteristics associated with job satisfaction

people strive for fairness and justice in social exchanges

co workers or others inside or outside the organization in comparable circumstances

under equity theory: one's outcomes and inputs are equivalent to a relevant other's

under equity theory: the employee feels under valued because their outcomes relative to inputs are valued less than their relative others

under equity theory: employees fee over valued

Deena works 60 hours/week and does not feel that she is being adequately recognized.  According to equity theory, Deena is least likely to:
a.Ask for a raise or bonus
b.Reduce her efforts by decreasing her hours
c.Increase her efforts by working longer hours
d.Frame the situation as a learning experience and beneficial for her future career.

an individual's tolerance for negative and positive equity

have a higher tolderance for negative inequity

adhere to strict norm of reciprocity

have no tolerance for negative inequity

the perceived fairness of how resources and requards are distributed

the perceived fairness of the process and procedure used to make allocation decisions

extent to which people feel fairly treated when procedures are implemented

three components of organizational justice

the belief that one's efforts will positively influence one's performance

an individuals beliefs regarding the likelihood of being rewarded in accord with his or her own level of performance

the value a person places on the rewards he or she expects to receive from an organization

For each of the following actions, indicate which part of the expectancy model, specifically, would be improved for an unmotivated employee?
Show direct link between performance and raises

For each of the following actions, indicate which part of the expectancy model, specifically, would be improved
for an unmotivated employee?
Set clear goals, establish positive expectations

For each of the following actions, indicate which part of the expectancy model, specifically, would be improvedfor an unmotivated employee? Base rewards on what the employee values

For each of the following actions, indicate which part of the expectancy model, specifically, would be improvedfor an unmotivated employee? establish a pay for performance plan

For each of the following actions, indicate which part of the expectancy model, specifically, would be improvedfor an unmotivated employee? provide adequate resources and training

what an individual is trying to accomplish

4 motivational mechanisms of lockes model

SMART Goals

continuous cycle of improving job performance with goal setting, feedback and coaching, and rewards and postitive reinforcement

targets a specific end result

encourages learning, creativity, and skill development

knowledge of the organization's strategic goals and how they need to contribute

objective information about performance

comparison of anonymous feedback from one's superior, subordinates, and peers with self perceptions

self granted psychic rewards

financial, material, or social rewards from the environment

the opportunity you feel to pusue a worthy task purpose

the opportunity you feel to select task activities that make sense to you and to perform them in ways that seem appropriate

the accomplishment you feel in skillfully performing tasks you have chosen

the accomplishment you feel in achieving the task purpose

behavior with favorable consequences is repeated, behavior with unfavorable consequences disappears

Martin’s boss tells him “the next time you come to work late, I’m going to dock your pay”.  This best represents:
A. Positive reinforcement
B. Punishment
C. Negative reinforcement
D. Response Cost Punishment