MGHB02H3 Chapter Notes - Chapter 5.1-5.3: Personality Test, Integrative Thinking, Inductive Reasoning
Chapter 5: Theories of Work Motivation
5.1 Define motivation, discuss its basic properties, and distinguish it from performance
Motivation: how persistent effort is put towards goal achievement
Properties
• Effort: energy allocated to goal achievement
• Persistence: consistent effort is being applied to goal achievement
• Direction: efes to the uality of ok; does the oke’s ok otiute to the ogaizatio
• Goals: goal aligns with the organization such as productivity and attendance or not;
absenteeism, sabotage, embezzlement
5.2 Compare and contrast intrinsic and extrinsic motivation
Intrinsic motivation: motivation that comes from the task itself and internally from the worker;
achievement, challenge, competence from doing work well (hobbies outside of work are intrinsic)
Extrinsic motivation: motivation that comes from outside of the task and external from the worker; pay,
benefits, policies, supervision
Hard to differentiate between what is intrinsic or what is extrinsic, some are both
5.3 Explain and discuss the different factors that predict performance, and define general cognitive
ability and emotional intelligence
Performance: how much a worker contributes to achieving organizational objectives (someone can be
highly motivated but perform poorly)
Factors that predict performance
• General cognitive ability: intelligence – basic information processing capacities, including verbal
numerical, spatial and reasoning
o Affects learning, training and career success
• Emotional intelligence: ability to udestad ad aage pesoal ad othe people’s eotios
o Good for problem solving, reasoning, thinking and action
o 4 step hierarchy to EI
1. Perceiving emotions accurately in oneself and others: identify facial expressions
and non-verbal cues
2. Using emotions to facilitate thinking: ability to use emotion for decision making
and other processes (creativity, integrative thinking and inductive reasoning)
• Ability to shift emotions to generate different perspectives (empathy)
3. Understanding emotions, emotional language, and the signals conveyed by
emotions: ability to reason and predict what will elicit certain emotions and
likely behaviours the emotion will influence
• Do’t ask faous he soeoe is i a ad ood
4. Managing emotions to attain specific goals: ability to adjust own emotion and
othes’ eotio to suit the situatio
• Staying calm when upset, calm down an angry person
o A stronger indicator of performance than IQ or the Big Five Personality tests
Motivation does not necessarily equal performance as there are chance factors to consider
• They may not understand the task
• Low motivation with high cognitive ability and grasp of the task will perform well
find more resources at oneclass.com
find more resources at oneclass.com
Document Summary
5. 1 define motivation, discuss its basic properties, and distinguish it from performance. Motivation: how persistent effort is put towards goal achievement. 5. 2 compare and contrast intrinsic and extrinsic motivation. Intrinsic motivation: motivation that comes from the task itself and internally from the worker; achievement, challenge, competence from doing work well (hobbies outside of work are intrinsic) Extrinsic motivation: motivation that comes from outside of the task and external from the worker; pay, benefits, policies, supervision. Hard to differentiate between what is intrinsic or what is extrinsic, some are both. 5. 3 explain and discuss the different factors that predict performance, and define general cognitive ability and emotional intelligence. Performance: how much a worker contributes to achieving organizational objectives (someone can be highly motivated but perform poorly) Motivation does not necessarily equal performance as there are chance factors to consider: they may not understand the task.
