Chapter 4: Job Satisfaction
Terms in this set (39)
A set of energetic forces that originates both within & outside an employee, initiates work-related effort, & determines its direction, intensity, & persistence.
(job performance often requires high levels of both ability & motivation)
Motivation Determines the...
A term commonly used in the contemporary workplace to summarize motivation levels. (Employees who are "engaged" completelely invest themselves & their energies into their jobs.
The cognitive process that employees go through to make choices among different voluntary responses. Argues that employee behavior is directed toward pleasure (certain outcomes) & away from pain (other outcomes). Suggest that our choices depend on 3 specific beliefs that are based on our past learning & experience: expectancy, instrumentality, & valence.
The belief that exerting a high level of effort will result in the successful performance of some task. A subjective probability that a specific amount of effort will result in a specific level of performance.
The belief that a person has the capabilities needed to execute the behaviors required for task success. Efficacy is considered by looking at past accomplishments, vicarious experiences, emotional cues & verbal persuassion.
The degree to which they have succeeded or failed in similar sorts of tasks in the past
Observations and discussions with others who have performed such tasks
Pep talks that lead employees to believe that they can get the job done
Positive or Negative feelings that can help or hinder task accomplishment
The belief that successful performance will result in some outcome(s).
The anticipated value of the outcomes associated with performance.
Cognitive groupings or clusters of outcomes that are viewed as having critical psychological or physiological consequences.
Motivation that is controlled by some contingency that depends on task performance (i.e. bonuses, promotions, praise)
Motivation that is felt when task performance serves as its own reward (i.e. enjoyment, interestingness, self-generated)
Extrinsic & Intrinsic Outcomes
Goal Setting Theory
Views goals as the primary drivers of the intensity & persistence of effort. (Goals are defined as the objective or aim of an action and typically refer to attaining a specific standard of proficiency, often within a specified time)
Specific & Difficult Goals
Assigning employees specific & difficult goals will result in higher levels of performance that assigning no goals or easy goals.
Goal Setting Theory
learning plans & problem solving approaches used to achieve successful performance
Reflects how complicted the information and actions involved in a task are, as well as how much the task changes
The degree to which a person accepts a goal and is determined to try and reach it
Acknowledges that motivation doesn't just depend on your own beliefs and circumstances but aslo on what happens to other people. (It suggests taht employees create a "mental ledger" of the outcomes (or rewards) they get from their job duties)
Equity Theory Outcomes & Inputs
3 Possible outcomes of Equity Theory Comparisons
A reevaluation of the inputs an employee brings to a job, often occurring in response to equity distress.
Equity Theory Definition
A theory that suggests that employees create a mental ledger of the outcomes they receive for their job inputs, relative to some comparison other
An internal tension that results from being overrewared or underrewarded relative to some comparison other
Another person who provides a frame of reference for judging equity
Refer to someone in the same company
Refer to someone in a different company
an energy rooted in the belief that work tasks contribute to some larger purpose. A form on intrinsic motivation
The value of a work goal or purpose, relative to a person's own ideals and passions
a sense of choice in the initiation and continuation of work tasks
A person's belief in his or her capability to perform work tasks successfully
The sense that a person's actions "make a difference"-that progress is being made toward fulfilling some important purpose
Motivation affects Job Performance
Motivation has a strong + correlation with job performance and a moderate + relationship with organizational commitment. Of all the energetic forces subsumed by motivation, self-efficacy/competence has the strongest relationship with performance.