The psychological processes that arouse and direct goal-directed behavior.

The satisfaction, such as a feeling of accomplishment, a person receives from performing the particular task itself. Pleasing yourself

the payoff, such as money, a person receives from others for performing a particular task. Receiving a valued reward from another person or entity.

Maslow’s Hierarchy of Needs Theory; Esteem:

Fourth Level of Maslow's Hierarchy of Needs; Need for self-respect, status, reputation, recognition, self-confidence.

Second Level of Maslow's Hierarchy of Needs; Need for physical safety, emotional security, avoidance of violence.

Third Level of Maslow's Hierarchy of Needs; Need for love, friendship, affection.

Maslow’s Hierarchy of Needs Theory; Self actualization:

Second Level of Maslow's Hierarchy of Needs; Need for physical safety, emotional security, avoidance of violence.

Third Level of Maslow's Hierarchy of Needs; Need for love, friendship, affection.

Fourth Level of Maslow's Hierarchy of Needs; Need for self-respect, status, reputation, recognition, self-confidence.

McClelland’s Acquired Needs Theory:

States that the three needs are major motives determining people's behavior in the workplace: achievement, affiliation, and power.

States that the three needs are major motives determining people's behavior in the workplace: achievement, affiliation, and justice.

States that the three needs are major motives determining people's behavior in the workplace: achievement, justice, and power.

McClelland’s Acquired Needs Theory; Need for achievement:

The desire to excel, to do something better or more efficiently, solve problems, and achieve excellence in challenging tasks.

“I need close relationships.” This is the desire for friendly and warm relations with other people.

This is the desire to be responsible for other people, to influence their behavior or to control them.

McClelland’s Acquired Needs Theory; Need for affiliation:

“I need close relationships.” This is the desire for friendly and warm relations with other people.

The desire to excel, to do something better or more efficiently, solve problems, and achieve excellence in challenging tasks.

This is the desire to be responsible for other people, to influence their behavior or to control them.

McClelland’s Acquired Needs Theory; Need for power:

This is the desire to be responsible for other people, to influence their behavior or to control them.

The desire to excel, to do something better or more efficiently, solve problems, and achieve excellence in challenging tasks.

“I need close relationships.” This is the desire for friendly and warm relations with other people.

Herzberg’s Two-Factor Theory: Theory that proposes that work satisfaction and dissatisfaction arise from two different work factors;

motivating factors and hygiene factors:

motivating factors and genetic factors:

help factors and hygiene factors:

Herzberg’s Two-Factor Theory; Motivating factors

Simply motivators, are factors associated with job satisfaction—such as achievement, recognition, responsibility, and advancement—all of which affect the job content or the rewards of work performance.

factors associated with job dissatisfaction—such as salary, working conditions, interpersonal relationships, and company policy—all of which affect the job context in which people work.

Herzberg’s Two-Factor Theory; Hygiene factors

factors associated with job dissatisfaction—such as salary, working conditions, interpersonal relationships, and company policy—all of which affect the job context in which people work.

Simply motivators, are factors associated with job satisfaction—such as achievement, recognition, responsibility, and advancement—all of which affect the job content or the rewards of work performance.

A model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships. The key elements in equity theory are inputs, outputs (rewards), and comparisons.

A model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships. The key elements in equity theory are outputs (rewards) and comparisons.

Equity Theory; Inputs

“What do you think you’re putting into the job?” time, effort, training ect.

“What do you think you’re getting out of the job?” pay, benefits, praise, bonuses, recognition, ect.

How do you think your ratio of inputs and rewards compares with those of others?”

Equity Theory; Outputs or Rewards

“What do you think you’re getting out of the job?” pay, benefits, praise, bonuses, recognition, ect.

“What do you think you’re putting into the job?” time, effort, training ect.

How do you think your ratio of inputs and rewards compares with those of others?”

Equity Theory; Comparison

How do you think your ratio of inputs and rewards compares with those of others?”

“What do you think you’re putting into the job?” time, effort, training ect.

“What do you think you’re getting out of the job?” pay, benefits, praise, bonuses, recognition, ect.

Justice Theory: is concerned with the extent to which people perceive they are treated fairly at work. Three types of justices:

Distributive Justice Procedural Justice Interactional Justice

Distributive Justice Interactional Justice

Distributive Justice Procedural Justice Actional Justice

Justice Theory; Distributive Justice:

Reflects the perceived fairness of how resources and rewards are distributed or allocated

The perceived fairness of the process and procedures used to make allocation decisions.

Relates to how organizational representatives treat employees in the process of implementing procedures and making decisions.

Justice Theory; Procedural Justice:

The perceived fairness of the process and procedures used to make allocation decisions.

Reflects the perceived fairness of how resources and rewards are distributed or allocated

Relates to how organizational representatives treat employees in the process of implementing procedures and making decisions.

Justice Theory; Interactional Justice:

Relates to how organizational representatives treat employees in the process of implementing procedures and making decisions.

Reflects the perceived fairness of how resources and rewards are distributed or allocated

The perceived fairness of the process and procedures used to make allocation decisions.

Expectancy Theory; Expectancy

The belief that a particular level of effort will lead to a particular level of performance. This is called the effort-to-performance expectancy.

The expectation that successful performance of the task will lead to the outcome desired. This is called the performance-to-reward expectancy.

is value, the importance a worker assigns to the possible outcome or reward. Determine what employees value.

Expectancy Theory; Instrumentality

The expectation that successful performance of the task will lead to the outcome desired. This is called the performance-to-reward expectancy.

The belief that a particular level of effort will lead to a particular level of performance. This is called the effort-to-performance expectancy.

is value, the importance a worker assigns to the possible outcome or reward. Determine what employees value.

Expectancy Theory; Valence

is value, the importance a worker assigns to the possible outcome or reward. Determine what employees value.

The belief that a particular level of effort will lead to a particular level of performance. This is called the effort-to-performance expectancy.

The expectation that successful performance of the task will lead to the outcome desired. This is called the performance-to-reward expectancy.

Suggests that employees can be motivated by goals that are specific and challenging but achievable.

Goal setting directs your attention toward goal-relevant tasks and away from irrelevant ones.

The effort you expend is generally proportional to the goal’s difficulty and time deadlines.

Goal setting makes obstacles become challenges to be overcome, not reasons to fail.

Goal Setting Theory; The Four Motivational Mechanisms of Goal-Setting Theory:

Direct Attention Regulate Effort Increase Persistence Foster the use of strategies and action plans

Direct Attention Enough Effort Increase Persistence Foster the use of strategies and action plans

Direct Attention Regulate Effort Increase Persistence

Goal Setting Theory: Direct Attention

Directs your attention toward goal-relevant tasks and away from irrelevant ones.

Suggests that employees can be motivated by goals that are specific and challenging but achievable.

The effort you expend is generally proportional to the goal’s difficulty and time deadlines.

Goal setting makes obstacles become challenges to be overcome, not reasons to fail.

Goal Setting Theory: Regulate Effort

The effort you expend is generally proportional to the goal’s difficulty and time deadlines.

Suggests that employees can be motivated by goals that are specific and challenging but achievable.

Directs your attention toward goal-relevant tasks and away from irrelevant ones.

Goal setting makes obstacles become challenges to be overcome, not reasons to fail.

Goal Setting Theory: Increase persistence

Goal setting makes obstacles become challenges to be overcome, not reasons to fail.

The effort you expend is generally proportional to the goal’s difficulty and time deadlines.

The use of strategies and action plans make it more likely that you will realize success.

Goal Setting Theory: Foster the use of strategies and action plans:

The use of strategies and action plans make it more likely that you will realize success.

The effort you expend is generally proportional to the goal’s difficulty and time deadlines.

Goal setting makes obstacles become challenges to be overcome, not reasons to fail.

Reinforcement Theory:

Behavior will be repeated if it has positive consequences and won’t be if it has negative consequences.

strengthen the likelihood that a particular behavior will occur again in the future.

Removal of a negative stimulus to strengthen the likelihood that a particular behavior will occur again in the future.

Reinforcement Theory The Four Types of Reinforcement:

To Increase Behavior: Positive Negative To Decrease Behavior Extinction Punishment

To Increase Behavior: Reward Change To Decrease Behavior Extinction Punishment

To Increase Behavior: Positive Negative To Decrease Behavior Punish Hit

Reinforcement Theory: Positive Reinforcement:

To Increase Behavior: The introduction of positive consequences to strengthen the likelihood that a particular behavior will occur again in the future.

To Increase Behavior: Removal of a negative stimulus to strengthen the likelihood that a particular behavior will occur again in the future.

To Decrease Behavior: Decrease the likelihood that a particular behavior will occur again in the future by ignoring it or making sure it is not reinforced.

To Decrease Behavior: Decrease the likelihood that a behavior will occur again in the future by presenting something negative or withdrawing something positive.

Reinforcement Theory: Negative Reinforcement:

To Increase Behavior: Removal of a negative stimulus to strengthen the likelihood that a particular behavior will occur again in the future.

To Increase Behavior: The introduction of positive consequences to strengthen the likelihood that a particular behavior will occur again in the future.

To Decrease Behavior: Decrease the likelihood that a particular behavior will occur again in the future by ignoring it or making sure it is not reinforced.

To Decrease Behavior: Decrease the likelihood that a behavior will occur again in the future by presenting something negative or withdrawing something positive.

Reinforcement Theory: Extinction:

To Decrease Behavior: Decrease the likelihood that a particular behavior will occur again in the future by ignoring it or making sure it is not reinforced.

To Increase Behavior: The introduction of positive consequences to strengthen the likelihood that a particular behavior will occur again in the future.

To Increase Behavior: Removal of a negative stimulus to strengthen the likelihood that a particular behavior will occur again in the future.

To Decrease Behavior: Decrease the likelihood that a behavior will occur again in the future by presenting something negative or withdrawing something positive.

Reinforcement Theory: Punishment:

To Decrease Behavior: Decrease the likelihood that a behavior will occur again in the future by presenting something negative or withdrawing something positive.

To Increase Behavior: The introduction of positive consequences to strengthen the likelihood that a particular behavior will occur again in the future.

To Increase Behavior: Removal of a negative stimulus to strengthen the likelihood that a particular behavior will occur again in the future.

To Decrease Behavior: Decrease the likelihood that a particular behavior will occur again in the future by ignoring it or making sure it is not reinforced.

Job Characteristics Model: Consists of five core job characteristics that affect three critical psychological states of an employee that in turn affect work outcomes;

The employee’s motivation, performance, and satisfaction

The employee’s motivation, outcome, and satisfaction

he employee’s motivation, performance, and relief

The 5 Core Job Characteristics

Skill Variety Task Identity Task Significance Autonomy Feedback

Skill Variety Task Significance Autonomy Feedback

Skill Variety Task Identity Task Significance Inspiration Feedback

The 5 Core Job Characteristics; Skill Variety

“How Many Different Skills Does Your Job Require?”

“How Many Different Tasks Are Required to Complete the Work?”

“How Many Other People Are Affected by Your Job?”

“How Much Discretion Does Your Job Give You?”

“How Much Do You Find Out How Well You’re Doing?”

The 5 Core Job Characteristics; Task Identity

“How Many Different Tasks Are Required to Complete the Work?”

“How Many Different Skills Does Your Job Require?”

“How Many Other People Are Affected by Your Job?”

“How Much Discretion Does Your Job Give You?”

“How Much Do You Find Out How Well You’re Doing?”

The 5 Core Job Characteristics; Task Significance

“How Many Other People Are Affected by Your Job?”

“How Many Different Skills Does Your Job Require?”

“How Many Different Tasks Are Required to Complete the Work?”

“How Much Discretion Does Your Job Give You?”

“How Much Do You Find Out How Well You’re Doing?”

The 5 Core Job Characteristics; Autonomy

“How Much Discretion Does Your Job Give You?”

“How Many Different Skills Does Your Job Require?”

“How Many Different Tasks Are Required to Complete the Work?”

“How Many Other People Are Affected by Your Job?”

“How Much Do You Find Out How Well You’re Doing?”

The 5 Core Job Characteristics; Feedback

“How Much Do You Find Out How Well You’re Doing?”

“How Many Different Skills Does Your Job Require?”

“How Many Different Tasks Are Required to Complete the Work?”

“How Many Other People Are Affected by Your Job?”

“How Much Discretion Does Your Job Give You?”

Job Characteristics Model; Three Critical Psychological States

Meaningfulness of work Responsibility for results Knowledge of results

Meaningfulness of work Outstanding results Knowledge of results

Meaningfulness of work Responsibility for results Outstanding results

Job Characteristics Model; Contingency Factors

Knowledge & Skill Desire for Personal Growth Context Satisfactions

Knowledge & Skill Desire for Growth Satisfactions

Knowledge Skill Desire Satisfactions

The division of an organization’s work among its employees and the application of motivational theories to jobs to increase satisfaction and performance.

Based on the assumption that people will gradually adapt to any work situation.

Based on the assumption that people are underutilized at work and that they want more variety, challenges, and responsibility.

Job Design; There are two different approaches to job design;

Fitting people to jobs Fitting jobs to people

Fitting People to Jobs Fitting Jobs to Jobs

Making sure people fit Making sure their skills are okay

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Chapter 12

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Janett Serrano

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56 questions

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MULTIPLE CHOICE QUESTION

30 sec • 1 pt

What is motivation?

The satisfaction, such as a feeling of accomplishment, a person receives from performing the particular task itself. Pleasing yourself

the payoff, such as money, a person receives from others for performing a particular task. Receiving a valued reward from another person or entity.

The psychological processes that arouse and direct goal-directed behavior.

Psychological structure proposed by Maslow whereby people are motivated by five levels of needs: never all satisfied.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

What is intrinsic motivation?

The satisfaction, such as a feeling of accomplishment, a person receives from performing the particular task itself. Pleasing yourself

the payoff, such as money, a person receives from others for performing a particular task. Receiving a valued reward from another person or entity.

The psychological processes that arouse and direct goal-directed behavior.

Psychological structure proposed by Maslow whereby people are motivated by five levels of needs: never all satisfied.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

What is extrinsic motivation?

The satisfaction, such as a feeling of accomplishment, a person receives from performing the particular task itself. Pleasing yourself

the payoff, such as money, a person receives from others for performing a particular task. Receiving a valued reward from another person or entity.

The psychological processes that arouse and direct goal-directed behavior.

Psychological structure proposed by Maslow whereby people are motivated by five levels of needs: never all satisfied.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

Maslow's Hierarchy of Needs Theory:

Psychological structure proposed by Maslow whereby people are motivated by five levels of needs: physiological, safety, love, esteem, and self-actualization. never all satisfied.

The basic human physical needs such as food, clothing, shelter, comfort, self preservation. Workplace Ex: These are covered by wages.

Needs for physical safety, emotional security, avoidance of violence. Workplace Ex: Health insurance, job Security, work safety rules, pension plans.

Needs for love, friendship, affection. Workplace ex; office parties, company softball teams, management retreats

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

Maslow’s Hierarchy of Needs Theory; Physiological:

First Level of Maslow's Hierarchy of Needs; Need for food, clothing, shelter, comfort, self-preservation.

Second Level of Maslow's Hierarchy of Needs; Need for physical safety, emotional security, avoidance of violence.

Third Level of Maslow's Hierarchy of Needs; Need for love, friendship, affection.

Fourth Level of Maslow's Hierarchy of Needs; Need for self-respect, status, reputation, recognition, self-confidence.

Fifth Level of Maslow's Hierarchy of Needs; Need for self-fulfillment, increasing competence, using abilities to the fullest.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

Maslow’s Hierarchy of Needs Theory; Safety:

First Level of Maslow's Hierarchy of Needs; Need for food, clothing, shelter, comfort, self-preservation.

Second Level of Maslow's Hierarchy of Needs; Need for physical safety, emotional security, avoidance of violence.

Third Level of Maslow's Hierarchy of Needs; Need for love, friendship, affection.

Fourth Level of Maslow's Hierarchy of Needs; Need for self-respect, status, reputation, recognition, self-confidence.

Fifth Level of Maslow's Hierarchy of Needs; Need for self-fulfillment, increasing competence, using abilities to the fullest.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

Maslow’s Hierarchy of Needs Theory; Love:

First Level of Maslow's Hierarchy of Needs; Need for food, clothing, shelter, comfort, self-preservation.

Second Level of Maslow's Hierarchy of Needs; Need for physical safety, emotional security, avoidance of violence.

Third Level of Maslow's Hierarchy of Needs; Need for love, friendship, affection.

Fourth Level of Maslow's Hierarchy of Needs; Need for self-respect, status, reputation, recognition, self-confidence.

Fifth Level of Maslow's Hierarchy of Needs; Need for self-fulfillment, increasing competence, using abilities to the fullest.

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