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define motivation
- the forces within a person that affect the direction, intensity and persistence of voluntary behavior
- exerting particular effort level (intensity) for a certain amount of time (persistence) toward a particular goal (direction)
- figure out the needs of others and entice them to get work done with little money
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what is employee engagement? how do you get employees engaged?
- emotional and cognitive motivation, a clear udnerstanding of one's role in the organization's vision and a belief that one has the resources to perform the job
- fulfill their needs and expectations, create org commitment and trust containually motivate them
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what is the difference between drives and needs?
- drives (primary needs, fundamental needs, innate motives, hardwired characteristics)
- -neural states that energize individuals to correct deficiencies or maintain an internal equilibrium
- -prime movers of behavior by activating emotion
- needs are goal directed forces that people experience, drive generated emotions directed toward goals, goals fromed by self-concept, social norms and experience
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how are feelings and behavior connected?
perceived environment contributes to emotional episodes and beliefs, feelings and behavioral intentions which affects behavior
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what is maslow's needs hierarchy theory?
- seven categories capture most needs
- give placed in hierarchy (loweest to highest): physiological, safety, belongingness, esteem, self-actualization
- need to know and need for beauty are the other needs
- lowest unmet need has strongest effect
- when lower need is satisfied, next higher need becomes the primary motivator
- self-actualization: a growth need b/c people more rather than less of it when satisfied
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what are some problems with maslow's heirarchy model?
- people have different hierarchies-dont progress through needs in the same order (each person has unique needs hierarchy shaped by our self-concept)
- needs change more rapidly than maslow stated
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what is the learned needs theory
- needs are amplified or suppressed through self-concept, social norms and past experience
- therefore, needs can be learned (i.e. strengthened or weakened through training)
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what are three learned needs?
- need for achievement (need to reach goals, take responsibility, want reasonably challenging goals)
- need for affilation (desire to seek approval, conform to others wishes and avoid conflict, effective executives have lower need for social approval)
- need for power (desire to control one's environment, personalized vx. socialized power)
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what is the four drive theory?
- drive to acquire: drive to take/keep objects and experiences, basis of hierarchy and status
- drive to bond: drive for form relatinships and social commitments; basis of social identity
- drive to learn: drive to satisfy curiosit and resolve conflicting information
- drive to defend: need to protect ourselves, reactive (not proactive drive), basis of fight or flight
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what are the features of the four drives theory?
- innate and hardwired (everyone has them)
- independent of each other (no hierarchy of drives)
- complete set (no drives are excluded from the model)
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what transfoms drive-based emotions into goal directed choice and effort?
social norms, personal values, experiences
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what is the expectancy theory of motivation?
effort is directly related to performance is related to outcomes
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how to increas E to P
- assuring employees they have competencies
- person job matching
- provide role clarification and sufficient resources
- behavioral modeling
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how to increase P to O?
- measure performance accurately
- more rewards for good performance
- explain how rewards are linked to performance
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how to increase outcome valences
- ensure that rewards are valued
- indivdualized rewards
- minmize countervalent outcomes
- know the needs then the rewards will fit
- expectation that reward will meet their needs
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explain goal setting
- process of motivating employees and clarifying their role perceptions by establishing performance objectives
- short, medium, and long term goals; hit career plans
- depends on how you implement them
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what are some effective goal setting characteristics
- specific: measurable change within a time frame
- relevant: within employee's control and responsibilities
- challenging: raise level of effort
- accepted (commitment): motivated to accomplish the goal
- participative (sometiems): improves acceptance and goal quality
- feedback: information available about progress toward goal
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what are the characteristics of effective feedback?
- specific: connected to goal details
- relevant: relates to person's behavior
- timely: to improve link from behavior to outcomes
- sufficiently frequent: employee's knowledge/experience, task cycle
- credible: trustworthy source
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what is feedback through strenghs based coaching?
- maximizing the person's potential by focusing on their strenghs rather than weaknesses
- motivational b/c
- -people inherently seek feedback about their strengths, not their flaws
- -person's interests, preferences and competencies stabilize over time
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what is multisource feedback?
- 360 degree feedback
- -received from a full circle of people around the employee
- -provides more complete and accurate information
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Evaluate goal setting and feedback
- goal setting has high validity and usefulness
- goal setting/feedback limitations:
- -focuses employeess on measurable performance
- -motivates employees to set easy goals (when tied to pay)
- goal setting interferes with learning process in new complex jobs
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what are the types of organizational justice?
- distributive justice: perceived fairness in outcomes we receive relative to our contributions and the outcomes and contributions of others
- procedural justice: perceived fairness of the procedures used to decide the distribution of resources
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what are the elements of equity theory?
- outcome/input ratio:
- inputs- what employee contributes
- outcomes- what employees receives
- comparison other:
- person/people against whom we compare our ratio
- not easily identifiable
- equity evaluation
- -compare outcom/input ratio with the comparison other
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