Please enable JavaScript.

Coggle requires JavaScript to display documents.

Block 4: Motivation, PSBES, VISTA - Coggle Diagram

- - - - Stress and burnout: Chronic feelings of inequity can contribute to mental exhaustion.
      - Feelings of anger, frustration, and demotivation: Employees may develop resentment toward their employer, managers, or even colleagues who they perceive as over-rewarded.
    - - Reduced effort ("Quiet Quitting"): Employees may do the bare minimum to meet job requirements.
      - Increased absenteeism or tardiness: Disengagement can lead to more frequent absences.
      - Workers may alter their actions in response to perceived inequity, either constructively or destructively:
      - Counterproductive Work Behaviors (CWBs): Some may engage in subtle or overt retaliation.
    - - Altering comparison targets: Comparing themselves to a different reference group to feel better.
      - Rather than changing behavior, employees may psychologically rationalize the inequity to reduce discomfort:
      - Downplaying inputs: Convincing themselves they don’t work as hard as they thought
      - Overvaluing intangible rewards: Focusing on non-monetary benefits (e.g., job security, flexible hours).
- - - - Loss of Confidence: Remote work reduced some workers' belief in their ability to perform well, felt disconnected from traditional methods
      - Unclear Performance Visibility: Workers were unsure how managers could recognize their efforts
      - Changing Reward Expectations: Employees questioned whether managers understood their changing priorities, such as job security and work-life balance over traditional bonuses.
    - - Reassure teams of their capability to succeed remotely.
      - Provide necessary support and training.
      - Actively identify and acknowledge good work.
      - Adapt rewards to what workers valued in the remote setting (e.g., flexible hours, care packages, or virtual recognition).
- - - - helps individuals understand exactly what needs to be accomplished and provides a clear focus.
    - - Measurable goals enable individuals to assess their progress, stay motivated, and recognize when the goal has been achieved.
    - - setting overly ambitious goals can lead to frustration and decreased motivation, while attainable goals inspire effort and persistence
    - - a relevant goal ensure that the effort invested contributes to long-term success.
    - - to create urgency and maintain focus. Deadline help prevent procrastination and encourage timely completion.
- - - - High job satisfaction.
      - Better career prospects.
      - Higher salary.
    - - High stress levels.
      - Poorer family life satisfaction.
      - Declining emotional health.
  - - - Google’s "20% time" allows engineers to work on passion projects, increasing skill variety.
    - - Toyota’s team-based production lets workers assemble entire car modules, boosting pride in work.
    - - a nurse’s role in patient recovery
    - - GitHub’s results-only work environment (ROWE) lets employees choose when and how they work.
    - - Amazon’s "Anytime Feedback Tool" enables continuous peer/manager feedback.
    - - Ignores Individual Differences
        
        The JCM assumes all employees value the same job traits, conflicting with Vroom’s Expectancy Theory (motivation varies by personal goals).
        • Example: An introverted data analyst may prefer low autonomy and structured tasks, while an entrepreneurial marketer thrives on autonomy.
      - Inflexibility in Low-Skill Roles
        
        Not all jobs can be redesigned (e.g., fast-food workers have limited skill variety/task identity).
        o Example: McDonald’s relies on efficiency over motivation for repetitive tasks.
      - Overemphasis on Intrinsic Motivation
        
        The JCM neglects extrinsic motivators (e.g., pay, job security), which matter in low-income roles (Herzberg’s Hygiene Factors).
        o Example: Warehouse workers may prioritize overtime pay over task significance.
      - Contextual Blind Spots
        
        The model doesn’t account for industry/organizational constraints (e.g., assembly lines requiring standardization).
        o Example: Foxconn’s iPhone production prioritizes precision over autonomy.
- - - - Intrinsic vs. Extrinsic Motivation:
        
        Intrinsic Motivation: Driven by job satisfaction, personal growth, and a sense of belonging, self-actualization, passion. comes from characteristics of the job that workers find motivating
        
        this is an employee working in a non-profit organisation serving a purpose he deeply cares for hence finds his job personally gratifying
        
        Extrinsic Motivation: Driven by external rewards like money, status, or benefits. comes from the rewards offered for doing the job
- - - - Aims to resolve the principal-agent problem by aligning employee actions with organizational goals.
      - Attracts high performers and can encourage low performers to leave.
  - - - Employees may use unethical practices to meet goals.
      - Manipulation of performance metrics
    - - Difficult to accurately assess an individual’s contribution to broader goals like market share.
    - - Managers often struggle to evaluate subjective or complex work
    - - Discourages sharing of best practices to maintain a competitive edge among colleagues.
      - Reduces teamwork as employees focus on individual goals.