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Summary CH6 Motivation
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Summary CH6 Motivation from the book 'Organizational behavior 5th edition' for the course Psychologists at work.
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Chapter 6: MotivationMOTIVATION
Motivation= A set of energetic forces that originates both within and outside an employee, initiates work
related effort, and determines its direction, intensity and persistence.
It determines how hard an employee works and for how long
Effective job performance: Ability + Motivation
Motivation as a set of distinct forces: -Internal to the employee (Purpose and confidence)
-External to the employee (Goals and incentives)
Engagement= High levels of intensity and persistence in work effort. When employees invest themselves
and their energies completely into their jobs
WHY ARE SOME EMLOYEES MORE MOTIVATED THAN OTHERS?
There are a number of theories and concepts that attempt to explain why some are more motivated.
1. Expectancy theory
Describes the cognitive process that employees go through to make choices among different
voluntary responses.
Based on previous models of psychology: Employee behavior is oriented toward pleasure & away from
pain and toward certain outcomes & away from others.
Expectancy: Represents the belief that exerting a high level of effort will result in the successful
performance of some task
It’s a subjective probability [0-1] that a specific amount of effort will result in a specific level of
performance [E P]
, Factors that shape our expectancy for a particular task:
Self-Efficacy= The belief that a person has the capabilities needed to execute the behaviors
required for task success.
= Kind of self-confidence or a task specific version of self-esteem
Feeling more ‘efficacious’ for a particular task Tend to perceive higher levels of expectancy
More likely to choose to exert high levels for a given task
When considering efficacy levels for a given task:
1. First consider their past accomplishments: The degree to which they have failed or succeeded
similar sorts of tasks in the past
2. They also consider vicarious experiences: By taking into account their observations and
discussions with others who have performed such tasks
3. Verbal persuasion: Others can persuade employees that they can get the job done
4. Emotional cues: Feelings of fear or anxiety can create doubts about task accomplishment
Whereas pride and enthusiasm can bolster confidence levels
A. Instrumentality: represents the believe that successful performance will result in some outcome
A set of subjective probabilities that successful performance will bring a set of outcomes
Linking performance to outcomes is even more difficult during an economic downturn
B. Valence: reflects the anticipated value of the outcomes associated with performance
Can be Positive: Salary increases, bonuses, more informal rewards, …
Zero: I’m bored are we still talking about outcome X?
Negative: Disciplinary actions, demotions, terminations, …
Employees are more motivated when successful performance helps them attain attractive outcomes,
while helping them avoid unattractive outcomes
Outcomes are more attractive when they help satisfy needs
[Needs= Cognitive groups of outcomes that are viewed as having critical psychological or
physiological consequences.]
Different people → Different need hierarchies, that they use to evaluate potential outcomes
Possible outcome in studies of motivation= Praise
Praise can signal that interpersonal bonds are strong, while also signaling competence
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