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Chapter 5

Chapter 5 Theories of Work Motivation.docx

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Department
Business
Course
BU288
Professor
Jennifer Komar
Semester
Winter

Description
Chapter5TheoriesofWorkMotivation1MotivationisoneofthemosttraditionaltopicsinOBItisaresultoftherapidchangesandtheneedforincreasedproductivityThisinitiativedependsonmotivationAgoodsetoftheoriesshouldrecognizethesocialaspectofhumanbeingspeoplesmotivationisoftenaffectedbyhowtheyseeothersbeingtreated2BasicCharacteristicsofMotivationMotivationtheextenttowhichpersistenteffortisdirectedtowardagoalEffortthestrengthofthepersonsworkrelatedbehaviorortheamountofeffortthepersonexhibitsonthejobPersistencethatindividualsexhibitinapplyingefforttotheirjobtasksDirectioncorrectdirectionsincreasetheprobabilitythatpersistenteffortisactuallytranslatedintoacceptedorganizationaloutcomesWorkingsmartaswellasworkinghardGoalsemployeesgoalsmightincludehighproductivitygoodattendanceorcreativedecisionsTheycanalsobemotivatedbygoalsthatarecontrarytotheobjectivesoftheorganizationincludingabsenteeismsabotageandembezzlementDysfunctional3IntrinsicMotivationdirectrelationshipbetweentheworkersandthetaskusuallyselfappliedExamplefeelingofachievementaccomplishmentchallengeandcompetencederivedfromperformingjobissheerinterestinthejobitselfAndavidparticipationinsportsandhobbiesisalsoexamplesMotivationthatstemsfromtheworkenvironmentexternaltothetaskitis4ExtrinsicMotivationusuallyappliedbysomeoneotherthanthepersonbeingmotivatedExamplepaycompanypoliciesfringebenefitsvariousformsofsupervisionprofitsharingandcashawardsforexceptionalperformanceEmployerscannotpackageallconceivablemotivatorsasneatlyasthesedefinitionssomemotivatorshavebothextrinsicandintrinsicqualitiespromotiontherelationshipbetweeninexmotivatorstheavailabilityofexmotivatorscanreducetheinmotivationstemmingfromthetaskitselfWhenexrewardsdependonperformancethenthemotivatingpotentialofinrewardsdecreasesExtrinsicrewardscontingentonperformancemaketheemployeesthinklesscorneloftheirownbehaviorTheirperformanceiscontrolledbyenvironmentWhileothersthinkthenegativeeffectiseasilyavoidableBothcanenhanceworkmotivation5SelfDeterminationTheoryAtheoryofmotivationthatconsiderswhetherpeoplesmotivationisautonomousorcontrolled6AutonomousMotivationWhenpeopleareselfmotivatedbyintrinsicfactorsTheiractionsareinternallyregulatedbecausetheyfinditinterestingtodoEffectiveperformanceespeciallyoncomplextasksAssociatedwithpositiveworkattitudesandpsychologicalwellbeing7ControlledMotivationWhenpeoplearemotivatedtoobtainadesiredconsequenceorextrinsicrewardIndividualsfeeltheyhavenochoiceandtheyhavetodothetaskExternallyregulatedtoobtainadesiredconsequenceavoidpunishmentortheirbossiswatchingthem8PerformanceTheextenttowhichanorganizationalmembercontributedtoachievingtheobjectivesoftheorganizationMotivationclearlycontributestoperformancebuttherelationshipisntonetoonePersonalitytraitsandintelligencealsoinfluenceperformance9TwoformsofintelligencementalabilitygeneralcognitiveabilityandemotionalintelligenceaGeneralCognitiveAbilityApersonsbasicinformationprocessingcapacitiesandcognitiveresourcesItreferstotheoverallcapacityandefficiencyforprocessinginformationincludingmanycognitiveabilitiessuchasverbalnumericalandreasoningabilitiesMeasuredbyanumberofspecificaptitudetestsPredictslearningtrainingcareersuccessandjobperformancebothmanualandmentaltasksAbetterpredictorformorecomplexandhigherleveljobs
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