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process by which a person's efforts are energized, directed & sustained toward attaining a goal |
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3 key elements in motivation |
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energy, direction, persistence |
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measure of intensity/drive where the quality of the effort is considered |
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favorable job performance when the effort is directed toward organizational goals |
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where employees keep putting forth effort to achieve those goals |
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% of employees not excited about their work |
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Hierarchy of Needs Theory |
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Hierarchy of Needs Theory |
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1. physiological 2. safety 3. social 4. self-esteem 5. self-actualization |
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self-respect, autonomy, achievement |
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status, recognition, attention |
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Low-order needs in Hierarchy of Needs Theory |
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High-order needs in Hierarchy of Needs Theory |
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social, self-esteem, & self-actualization |
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1. satisfaction or no satisfaction 2. dissatisfaction or no dissatisfaction |
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What leads to job satisfaction vs. dissatisfaction? |
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satisfaction - motivators (the job itself). dissatisfaction - hygiene factors (physical + psychological) |
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negative view (people are lazy) |
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positive view (people enjoy work) |
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1. need for achievement 2. need for power 3. need for affiliation |
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Most effective manager based on 3 Needs Theory |
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high need for achievement; low need for affiliation |
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driven by an interest in the task & exists within the individual |
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the performance of an activity in order to attain an outcome (ex. money) |
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1. specific goals increase performance 2. difficult goals result in higher performance |
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3 contingencies that influence goal performance |
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1. goal commitment 2. adequate self-efficacy 3. national culture |
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when goals are made public & are self-set |
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an individual's belief that he/she is capable of performing a task |
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To motivate, goals must have (5): |
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1. clarity 2. challenge 3. commitment 4. feedback 5. task complexity |
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the vertical expansion of a job by adding planning & evaluation responsibilities |
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The Core Job Dimensions of Enriched Job Design |
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skill variety; task identity; task significance; autonomy; feedback |
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employees weigh what they put into a job situation (input) against what they get from it (outcome) |
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3 perceptions in Equity Theory |
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1. inequity due to being under-rewarded 2. equity 3. inequity due to being over-rewarded |
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the degree to which the outcomes received from the organization are perceived to be fair |
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the degree to which fair decision-making procedures are used to arrive at a decision |
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the degree to which people are treated with respect, kindness, and dignity in interpersonal interactions |
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an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual |
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3 variables in Expectancy Model |
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1. expectancy or effort-performance 2. instrumentality or performance-reward linkage 3. valence or attractiveness of reward |
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