MGMT 363 - Chapter 6 - 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

High levels of intensity and persistence in work effort

employees who are engaged completely invest themselves and their energies into their job

The cognitive process that employees go through to make choices among different voluntary responses. Argues that employee behavior is directed towards pleasure and away from pain, or generally toward certain outcomes and away from others.

1) expectancy
2) instrumentality
3) valence

-represents the belief that exerting a high level of effort will result in the successful performance of a task.
-the probability, ranging from 0 (no chance) to 1 (a mortal lock) that a specific amount of effort will result in a specific level of performance (E ----> P)
-shaped by self efficacy (including past accomplishments, vicarious experiences, verbal persuasion, and emotional cues)

The belief that a person has the capabilities needed to execute the behaviors required for task success. (self efficacy is a lot like self confidence or self esteem)

(when considering self efficacy, employees consider past accomplishments, vicarious experiences, verbal persuasion, and emotional cues)

*employees who feel more "efficacious" will have higher levels of expectancy and therefore higher levels of effort

The degree to which they have succeeded or failed in similar sorts of tasks in the past

Their observations and discussions with others who have performed such tasks

Friends, coworkers, and leaders can persuade employees that they can "get the job done"

Feelings of fear or anxiety can create doubts about task accomplishment, whereas pride and enthusiasm can bolster confidence levels

-the belief that successful performance will result in some outcomes
-set of subjective probabilities ranging from 0 (no chance) to 1 (a mortal lock) that successful performance will bring a set of outcomes (P ---> O)
-ex: an employee feeling that good performance will lead to an increase in pay

-the anticipated value of the outcomes associated with performance
-can be positive (in that they would prefer having the outcome), negative (in that they would not prefer to have the outcome), or zero (they are indifferent)

-ex of positive valenced outcomes = salary increases, bonuses, and informal rewards
-ex of negatively valenced outcomes = disciplinary actions, demotions, and terminations

(employees are more motivated when successful performance helps them attain positively valenced outcomes)

-cognitive groupings or clusters of outcomes that are viewed as having critical psychological or physiological consequences
-outcomes are deemed more attractive when they satisfy needs
-many people have different need heirarchies, but the 5 main OB needs are: existence, relatedness, control, esteem, and meaning

Motivation that is controlled by some contingency that depends on task performance
-result from extrinsic outcomes such as pay increase, bonuses, benefits and perks, etc.

Motivation that is felt when task performance serves as its own reward
-result from intrinsic outcomes such as enjoyment, interestingness, accomplisment, knowledge gain, skill development, etc.