Chapter 13: Motivation and PerformanceLeading is an important managerial activity b/c it entails ensuring each member of organization achieve its goalsWhen managers are effective, outcome of leading process is highly motivated workforceKey challenge for managers is to encourage employees to perform at high levelI.The Nature of Motivation (Figure 13.1 p 408)A.Motivation– psychological forces that determine direction of person’s behavior in an organization, person’s level of effort, and person’s level of persistence1.Central to management b/c it explains whypeople behave way they do in organizations2.Direction of person’s behavior– many possible behaviors person could engage in3.Effort– how hard people work4.Persistence– whether, when faced with roadblocks and obstacles, people keep trying or give upB.Intrinsically motivated behavior– behavior that is performed for its own sake1.Source of motivation is actually performing behavior, and motivation comes from doing work itselfC.Extrinsically motivated behavior– behavior that is performed to acquire material or social rewards or toavoid punishment1.Source of motivation is consequences of behavior, not behavior itselfD.People can be intrinsically motivated, extrinsically motivated or both1.Depends on variety of factors 1) workers’ own personal characteristics 2) nature of their jobs and 3) nature of organizationE.Prosocially motivated behavior– behavior that is performed to benefit or help othersF.Outcome– anything person gets from job or organization1.i.e. of intrinsically motivated behavior outcomes: autonomy, responsibility, feeling of accomplishment, pleasure of doing interesting or enjoyable work2.i.e. of prosocially motivated behavior outcomes: improving lives or well-being of other people and doing good by helping others3.i.e. of extrinsically motivated behavior outcomes: pay, job security, benefits, vacation timeG.Input– anything person contributes to his or her job or organization1.Managers strive motivate members of organization to contribute inputs – through their behavior, effort, and persistence – that help organization achieve its goalsa.Accomplished by ensuring members of organization obtain outcomes desired when they make valuable contributions to organization2.Managers use outcomes to motivate people to contribute their inputs to organizationa.Giving people outcomes when they contribute inputs and perform well aligns interests of employees with goals of organization as whole b/c when employees do what is good for organization, they personally benefitII.Expectancy Theory (figure 13.2 p 409, figure 13.3 p 412)A.Expectancy theory– theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to attainment of desired outcomes 1.One of the most popular theories of work motivation b/c it focuses on all three parts of motivation equation: inputs, performance, and outcomes2.
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Flashcards for Management 300 Ch 13 special edition book for Ball State
Motivation | Psychological forces that determine the direction of a person's behavior in an organization, a person's level of effort, and a person's level of persistence |
Intrinsically Motivated Behavior | Behavior that is performed for its own sake |
Prosocially Motivated Behavior | Behavior that is performed to benefit or help others |
Extrinsically Motivated Behavior | Behavior that is performed to acquire material or social rewards or to avoid punishment |
Outcome | Anything a person gets from a job or organization |
Input | Anything a person contributes to his or her job or organization |
Expectancy Theory | The theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes |
Expectancy | In expectancy theory, a perception about the extent to which effort results in a certain level of performance |
Instrumentality | In expectancy theory, a perception about the extent to which performance results in the attainment of outcomes |
Valence | In expectancy theory, how desirable each of the outcomes available from a job or organization is to a person |
Need | A requirement or necessity for survival and well-being |
Need Theories | Theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs |
Maslow's Hierarchy of Needs | An arrangement of 5 basic needs that motivate behavior. Maslow proposed that the lowest level of unmet needs is the prime motivator and that only one level of needs is motivational at a time. |
Alderfer's ERG Theory | The theory that 3 universal needs - for existence, relatedness, and growth - constitute a hierarchy of needs and motivate behavior. Alderfer proposed that needs at more than one level can be motivational at the same time. |
Herzberg's Motivator - Hygiene Theory | A need theory that distinguishes between motivator needs and hygiene needs and proposes that motivator needs must be met for motivation and job satisfaction to be high. |
Need for Achievement | The extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence |
Need for Affiliation | The extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him or her get along with each other |
Need for Power | The extent to which an individual desires to control or influence others |
Equity Theory | A theory of motivation that focuses on people's perceptions of the fairness of their work outcomes relative to their work inputes |
Equity | The justice, impartiality, and fairness to which all organizational members are entitled |
Underpayment Inequity | The inequity that exists when a person perceives that his or her own outcome-input ratio is less than the ratio of a referent |
Overpayment Inequity | The inequity that exists when a person perceives that his or her own outcome-input ratio is greater than the ratio of a referent |
Goal-Setting Theory | A theory that focuses on identifying the types of goals that are most effective in producing high levels of motivation and performance and explaining why goals have these effects |
Learning Theories | Theories that focus on increasing employee motivation and performance by linking the outcomes that employees receive to the performance of desired behaviors and the attainment of goals |
Learning | A relatively permanent change in knowledge or behavior that results from practice or experience |
Operant Conditioning Theory | The theory that people learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences |
Positive Reinforcement | Giving people outcomes they desire when they perform organizationally functional behaviors |
Negative Reinforcement | Eliminating or removing undesired outcomes when people perform organizationally functional behaviors |
Extinction | Curtailing the performance of dysfunctional behaviors by eliminating whatever is reinforcing them |
Punishment | Administering an undesired or negative consequence when dysfunctional behavior occurs |
Organizational Behavior Modification | The systematic application of operant conditioning techniques to promote the performance of organizationally functional behaviors and discourage the performance of dysfunctional behaviors |
Social Learning Theory | A theory that takes into account how learning and motivation are influenced by people's thoughts and beliefs and their observations of other people's behavior |
Vicarious Learning | Learning that occurs when the learner becomes motivated to perform a behavior by watching another person performing it and being reinforced for doing so; also called 'observational learning'. |
Self-reinforcer | Any desired or attractive outcome or reward that a person gives to himself or herself for good performance |
Self-efficacy | A person's belief about his or her ability to perform a behavior successfully |
Merit Pay Plan | A compensation plan that bases pay on performance |
Employee Stock Option | A financial instrument that entitles the bearer to buy shares of an organization's stock at a certain price during a certain period or under certain conditions |