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15 Cards in this Set
- Front
- Back
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Basic Definition of Motivation and Model
(needs --> behavior --> rewards/outcomes) |
-Motivation: the set of forces (needs) that initiates, directs, and makes people persist in their efforts (behaviors) to accomplish a goal (rewards/outcomes)
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Internal VS. External
(contrived VS. natural rewards) |
-Internal (intrinsic) rewards: natural awards associated with performing a task or activity for its own sake or for ones own good
-External (extrinsic) rewards: tangible and visible to others and are given to employees contingent on the performance of specific tasks or behaviors * 2 types of extrinsic rewards 1. contrived: some direct costs (nice office, pay increase, company trips) 2. natural: no direct costs (smiles, greetings, recognition, feedback and advice) |
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Maslow's hierarch of needs
(concept, examples, impact on you as a manager) |
-Maslow's: once lower needs are met, the top three needs do not necessarily occur "in order"
- a person is never truly "self-actualized" -as a manager, on a day to day basis, your efforts are concentrated among the top 3 needs -needs are different for each individual and it is your job as a manager to determine each person's needs |
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Herzberg's 2-Factor theory
(the two factors and examples of each) |
-2-Factor Theory Diagram and concepts *** powerpoint slide
-it is possible to be satisfied and dissatisfied (K-12 teachers) |
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Alderfer's ERG Theory
(frustration/regression principle) |
-Power point slide to study
-Frustration Regression: after failing you learn to use the failure to be successful later on and being triumphant |
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McClelland's Needs Theory
(the 3 needs, significance to managers) |
-need for achievement, or a need to do well (nAch)
-need for affiliation, need to have friends or to be around others (nAff) -need for power, or the desire to be influential or to be in control (nPow) |
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Expectancy Theory
(its premise, how it works, valence, suggestions for management) |
-Expectancy Theory: people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will offered attractive rewards
-Valence: the attractiveness or desirability of a reward or outcome -managers need to determine the outcome that each employee values, make sure it is attainable, analyze situational conflicts, and to ensure that the rewards are intended to motivated are large enough to elicit significant behavior changes |
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Equity Theory
(its concept, ways to reduce tension, implications for management) |
-Inputs: employee contributing to the organization
-Outcomes: rewards employees receive from the organization -Referents: comparison to others -Outcome/Input (O/I) Ratio: to determine if one feels they are under-rewarded or over-rewarded |
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Ways to reduce tension
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-change inputs up or down to reduce the perceived inequity
-change the outcomes or rewards -distort their own inputs or outcomes -leave the organization or request a transfer -shift to a new referent group to reduce the source of inequity or... -distort the inputs or outcomes of others q |
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Implications for Management (equity theory)
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-managers need to treat employees equitably
-people make decisions concerning equity only after comparing their input/output ratio with "comparable others" * "others" can be inside or outside the organization * people will tolerate unfairness only up to a point |
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Reinforcement Theory
(basic underlying premise, 4 types of reinforcement (examples of each), reinforcement schedule) |
-Reinforcement: anything that causes a certain behavior to be repeated or inhibited
* purpose is to increase desirable behavior, or decrease undesirable behavior -Study powerpoint slide matrix |
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Reinforcement Theory
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-Negative Reinforcement: purpose is to increase desired behavior, concept is to remove undesirable behavior when desired behavior is exhibited
-Two types 1. escape learning: plane landing example 2. avoidance learning: do what is needed to avoid negative consequences |
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Reinforcement Thoery
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-Negative effects of punishment
*may cause undesirable emotional reactions *frequently lead to short term suppression of the behavior rather that its elimination * usually requires presence of managers to control it |
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Reinforcement Thoery
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-Using Punishment Effectively
*praise in public, punish in private *should be connected immediately, directly, and obviously to the undesirable behavior *specify the alternative desired behavior *punishment should always be used as a tool of last resort |
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Reinforcement Theory
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-Continuous Schedule: a schedule that requires a consequence to be administered following EVERY instance of a behavior (literally impossible to do other than during training)***Study powerpoint matrix on Intermittent Schedules***
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