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Motivation - Concepts (Contemporary Theories (Goal Setting Theory…

- - - - Social Belongingness
        
        Affection, belongingness, acceptance, and friendship
      - Esteem
        
        Internal factors such as self-respect, autonomy, and achievement, and external factors such as status, recognition, and attention
      - Safety security
        
        security and protection from physiological and emotional harm
      - Self Actualisation
        
        Drive to become what we are capable of becoming
      - Physiological
        
        hunger, thirst, shelter, sex
  - - - achievement, recognition, growth , responsibiliy
      - when fulfilled, individual will be satisfied
    - - quality of supervision, pay, company
        policies, physical work conditions, relationships with others
      - when fulfilled, individual will not be dissatisfied
  - - - Need for Power (nPow)
        
        need to make others behave in a way that they would not otherwise
      - Need for Affiliation (nAff)
        
        desire for friendly and close relationships
      - Need for Achievement (nAch)
        
        drive to excel
- - - - a version of self determination theory that holds that allocating extrinsic rewards for behaviour that had originally been intrinsically rewarding tends to decrease overall level of motivation if the rewards are seen as controlling
    - - degree to which people's reasons for pursuing goals are consistent with their interests and core values
  - - - goals strongly affect performance when task is simple rather than complex, well learned rather than novel, independent rather than interdependent, and on high end of achievable
    - - Setting specific, difficult, individual goals may have different effects in different cultures
      - collectivistic and high-power-distance cultures -
        achievable moderate goals can be more motivating than difficult ones
      - low power distance cultures - assigned goals appear to generate greater goal commitment
      - Promotion Focus - a self regulation strategy that involves striving for goals through advancement and accomplishment
      - Prevention Focus - a self regulation strategy that involves striving for goals by fulfilling duties and obligations
    - - The individual (1) believes
        he or she can achieve the goal and (2) wants to achieve it
    - - Management By Objectives
        
        MBO - a programme that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress
        
        participatively set goals that are tangible, verifiable, and measurable
    - - emphasis on attainment of goals
      - money is motivator - may be compromised ethically
      - time pressure for goal can result in unethical behaviour
  - - - Enactive mastery.
        
        gaining relevant experience with the task or job
      - Vicarious modeling.
        
        becoming more confident because
        you see someone else doing the task
      - Verbal persuasion.
        
        someone convinces us we have the skills necessary to be successful
      - Arousal.
        
        leads to an energised state, so
        we get “psyched up,” feel up to the task, and perform better
    - - Pygmalion effect - self fulfillying prophecy - that what one person expects of another
        can come to serve a self-fulfilling prophecy
  - - - argues that people learn to behave to get something they want or to avoid something
        they don’t want
      - behaviourism - behaviour follows stimuli in a relatively unthinkable manner
    - - Processes determine influence on individual
        
        Retention Processes
        
        a model's influencedepends on how easily the individual remembers the models action after model is no longer readily available
        
        Motor Reproduction Processes
        
        After a person has seen a new behavior by
        observing the model, watching must be converted to doing
        
        Attentional Processes
        
        People learn from a model only when they recognize and pay attention to its critical features
        
        Reinforcement Processes
        
        Individuals are motivated to exhibit the
        modeled behavior if positive incentives or rewards are provided
      - theory that we can learn through both observation and direct experience
  - - - Change outcomes
        
        produce higher quantity of units of lower quality - piece rate basis pay
      - Distort perceptions of self
        
        how hard you work in relation to others
      - Change inputs
        
        exert more/less effort
      - Distort positions of others
        
        desirability of other peoples jobs
      - Choose a different referent
        
        compare to parents at your age
      - Leave the field
        
        quit job
    - - Informational Justice
        
        degree to which employees are provided with truthful explanations for decisions
      - Interpersonal Justice
        
        degree to which employees are treated with dignity and respect
      - Distributive Justice
        
        perceived fairness of the amount and allocation of rewards among individuals
        e.g getting deserved pay rate
      - Procedural Justice
        
        perceived fairness of process used to determine distribution of rewards
        e.g being given input into process of bonuses
      - Organisational Justice
        
        an overall perception with what is fair in workplace, composed of interpersonal, informational, procedural and distributive justice
    - - higher levels of task performance and citizenship behaviors :check:
      - fairness is objective :warning:
      - fair treatment enhances commitment to organisation and makes employees feel that it cares about their well being :check:
    - - depends on motivation of manager
        
        calculating justice by degree of adherence to justice rules of organisation - establish norms of fairness
        
        motivated in justice decisions by emotions - high positive and/or low negative effect, more likely to act fairly
    - - Uncertainty Avoidance
        e.g France
        
        fixed pay compensation
        and employee participation may help employees feel more secure
      - Individualistic
        e.g US
        
        competitive pay plans and
        rewards for superior individual performance will enhance feelings of justice
      - Materialistic
        
        cash compensation and rewards as the most relevant outcomes of work
      - Relational
        
        regard social rewards and status as most important outcomes
  - - - Performance–reward relationship
        
        The degree to which the individual believes that performing to a particular level will lead to the attainment of the desired outcome
        
        if I get a good performance appraisal, will it lead to organizational rewards?
      - Rewards–personal goals relationship
        
        The degree to which the organisational rewards satisfy the individual's personal goals or needs and the attractiveness of those potential rewards for the individual
        
        if I’m rewarded, are the rewards attractive to me?
      - Effort–performance relationship
        
        The probability perceived by the individual
        that exerting a given amount of effort will lead to performance
        
        if i give maximum effort will it be recognised in performance appraisal ?