Chapter 18: Motivation, Culture, and Climate

instrinsic motivation
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Terms in this set (41)
instrinsic motivation
comes from the individual, influenced by family
Extrinsic Motivation
comes from outside the individual, rewards and reinforcements are given to encourage certain behaviors
Motivational Theory
high productivity means greater incentives for the worker, workers are viewed as being motivated by economic factors
Maslow's Theory
Believed that people are motivated to satisfy certain needs and that people seek a higher need only when the lower needs have not been met
Skinner
behaviors that is rewarded will be repeated and behavior that is punished or unrewarded is extinguished
neutral operants
responses from the environment that neither increase nor decrease the probability of a behavior being repeated
reinforcer
responses from the environment that increases the probability of a behavior being repeated
punishers
responses from the environment that decrease the likelihood of a behavior being repeated
Herzberg
employees can be motivated by the work itself, motivators, or maintenance factors keep employees from being dissatisfied
Vroom
people make decisions in anticipation of a reward, managers who use this strategy must understand their employees values
McClellandpeople are motivated by three basic needs: achievement, affiliation, and powerachievementoriented people focus on improving what is; transforming ideas into actions, and taking risksaffiliationoriented people focus their energies on family and friends, productivity is lesspoweroriented people are motivated by the power gained from an actionGellermanStretching and Participatingstretchingassigning tasks that are more difficult than the person is used to doingparticipationactively drawing employees into decisions affecting their workMotivationthe internal process that initiates, guides, and maintains goal-oriented behaviors; motivation can be impacted by both internal and external driversCultureThe shared behavioral norms and mental models about how an organization and its constituents should and do behaveClimateThe collective, affective reaction to an organization's culture and environmentThree Basic Needs for Motivation1)Perception of autonomy 1)The need to feel competent 1)The need for relatedness, the feeling of belongingWorker EngagementAn employee's emotional commitment to an organization and its goalsWorker Empowermentgiving employees the power to make decisions and encouraging them to challenge the status quoPositive Reinforcementvalidates workers effortthe Ikea effectJust like positive reinforcement, giving people credit where credit is due encourages them, motivation will increase for this reasonIndoctrinationA management process that refers to the planned, guided adjustment of an employee to the organization and the work environment. 3 phases: induction, orientation, & socializationphase one: induction-Takes place after the employee has been selected but before performing the job role -Includes education about....... A.organization/employment B.Personnel policies and procedureswhat is the most important part of induction?to provide employees with adequate informationemployee handbooksan important part of induction contains a form that must be signed, usually created by the personnel department, important for managers to know the informationPhase 2: Orientationfocuses on activities that are specific to the positionSocializationrefers to a learning of behaviors that accompany each role by instruction, observation, and trial and errorReality Shocknurse administrators and nursing facility may hold different values as well as priorities in terms of what skills and knowledge new graduates need to know to be successful in their new roleAnticipatory Socializationcarried out in educational settings, can help prepare new nurses for their professional role examples: internships, externships (helps overcome reality shock)Resocializationoccurs when experienced individuals are forced to learn new values, skills, attitudes, and social rules as a result of changes in the type of work they do, the scope of responsibility they hold, or in the work setting itself.a mentormentors cannot be assigned, but the organization can encourage experienced managers to seek out individuals to mentor.role modelsSomeone who is unusually effective or inspiring in some social role, job, etc. and thus serves as a model for others.preceptorsAn experienced nurse who provides knowledge and emotional support, as well as a clarification of role expectations, on a one-to-one basis.mentorsan intense reciprocal development relationship traditionally fostered between a senior, more experienced individual and a junior, less experienced individualPositive sanctionscan be used as an interactional or educational process of socialization.negative sanctionsprovide cues that enable people to evaluate their performance consciously and to modify behavior when needed.coachingis one person helping the other to reach an optimum level of performance.