Sociology 1000 Chapter Notes - Chapter 13: Equity Theory, Behavioral Addiction, Reinforcement
Chapter 13: Motivation
Motivation: The set of forces that initiates, directs, and makes people persist in their efforts to
accomplish a goal.
Needs: the physical and psychological requirements that must be met to ensure survival and
well being
Extrinsic Rewards: ead that is tagile ad gie to eployees’ otiget o the
performance of specific tasks and behaviours.
Intrinsic Reward: atual ead assoiated ith pefoig a task o atiity fo it’s o sake
Equity Theory: theory that states that people will be motivated when they perceive that they
are being treated fairly.
Inputs: In equity theory, the contributions employees make to the organization
Outcomes: In equity theory, the rewards employees receive for their contributions to the
organization
Referents: In equity theory, others with whom people compare themselves to determine if they
have been treated fairly
Outcome/Input ratio: i euity theoy, a eployee’s peeptio of ho the eads eeied
from an organization compare with the employee’s ontributions to that organization
Underreward: a form of inequity in which you are getting fewer outcomes relative to inputs
than your referent is getting
Overreward: a form of inequity in which you are getting more outcomes relative to inputs than
your referent
Distributive Justice: the perceived degree to which outcomes and rewards are fairly distributed
or allocated.
Procedural Justice: the perceived fairness of the process used to make reward allocation
decisions
Expectancy Theory: theory that states that 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 be offered attractive rewards.
Valence: the attractiveness or desirability of a reward or outcome
Expectancy: the perceived relationship between effort and performance
Instrumentality: The perceived relationship between performance and rewards
Reinforcement theory: theoy that states that ehaiou is a futio of it’s consequences, that
behaviour followed by positive consequences will occur more frequently, and that behaviours
followed by negative consequences or not followed by positive consequences, will occur less
frequently.
Reinforcement: the process of changing behaviour by changing the consequences that follow
behaviour
Reinforcement contingencies: cause and effect relationships between the performance of
specific behaviours and specific consequences
Schedule of reinforcement: rules that specify which behaviours will be reinforcements, which
consequences will follow those behaviours , and the schedule by which those consequences will
be delivered.
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Document Summary
Motivation: the set of forces that initiates, directs, and makes people persist in their efforts to accomplish a goal. Needs: the physical and psychological requirements that must be met to ensure survival and well being. Extrinsic rewards: (cid:396)e(cid:449)a(cid:396)d that is ta(cid:374)gi(cid:271)le a(cid:374)d gi(cid:448)e(cid:374) to e(cid:373)ployees" (cid:272)o(cid:374)ti(cid:374)ge(cid:374)t o(cid:374) the performance of specific tasks and behaviours. Intrinsic reward: (cid:374)atu(cid:396)al (cid:396)e(cid:449)a(cid:396)d asso(cid:272)iated (cid:449)ith pe(cid:396)fo(cid:396)(cid:373)i(cid:374)g a task o(cid:396) a(cid:272)ti(cid:448)ity fo(cid:396) it"s o(cid:449)(cid:374) sake. Equity theory: theory that states that people will be motivated when they perceive that they are being treated fairly. Inputs: in equity theory, the contributions employees make to the organization. Outcomes: in equity theory, the rewards employees receive for their contributions to the organization. Referents: in equity theory, others with whom people compare themselves to determine if they have been treated fairly. Outcome/input ratio: i(cid:374) e(cid:395)uity theo(cid:396)y, a(cid:374) e(cid:373)ployee"s pe(cid:396)(cid:272)eptio(cid:374) of ho(cid:449) the (cid:396)e(cid:449)a(cid:396)ds (cid:396)e(cid:272)ei(cid:448)ed from an organization compare with the employee"s (cid:272)ontributions to that organization.
