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Io chap 5 - notes
Industrial Psychology
University of San Carlos
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- Motivation - The set of forces that leads people to be- have in particular ways
- P = M(motivation) + A(ability) + E(environment) What is the formula for Job Performance?
- Need Anything an individual requires or wants
- Need deficiency leads to need to satisfy the need
- Goal-directed behaviors result from individuals trying to satisfy their need deficiencies
- Rewards and punishments are consequences of the goal-directed be- havior
- Scientific Management Approach to motivation that assumes that employees are motivated by money
- Human Relations Approach Suggests that fostering a false sense of em- ployees' inclusion in decision making will re- sult in positive employee attitudes and mo- tivation to work hard
- Human Resource Approach Assumes that people want to contribute and are able to make genuine contributions to organizations
- Task-Specific Self-Efficacy A person's beliefs in his or her capabilities to do what is required to accomplish a specific task
- Magnitude Strength Generality Dimensions of Task-Specific Self-Efficacy (3)
- Magnitude beliefs about how difficult a specific task is to be accomplished
- Strength
Study online at quizlet/_dpyug beliefs about how confident the person is that the specific task can be accomplished 14. Generality beliefs about the degree to which similar tasks can be accomplished 15. Need-Based Theories Assumed that need deficiencies cause be- havior 16. Hierarchy of Needs Assumes that human needs are arranged in a hierarchy of importance 17. Deficiency Needs The three sets of needs at the bottom of the hierarchy, they must be satisfied for the individual to be fundamentally comfortable. 18. Growth Needs they focus on personal growth and develop- ment. 19. Physiological Needs the most basic human needs to be satisfied- water, food, shelter, and clothing 20. Security Needs Things that offer safety and security, such as adequate housing and clothing and freedom from worry and anxiety 21. Belongingness Needs the third level in the hierarchy, are primarily social 22. Esteem Needs actually encompasses two slightly different kinds of needs: the need for a positive self-image and self-respect and the need to be respected by others 23. Self-Actualization Needs These involve a person's realizing his or her full potential and becoming all that he or she can be. 24.
Study online at quizlet/_dpyug Achievement, recognition, and the opportu- nity to plan and control their own work were often cited by people as primary causes of satisfaction and motivation. 34. Hygiene factors Factors—such as company policy and ad- ministration, supervision, and salary—that, when adequate in a job, placate workers. When these factors are adequate, people will not be dissatisfied. 35. Achievement Recognition The Work Itself Responsibility Advancement and Growth Motivation Factors (5) 36. Supervision Working Conditions Interpersonal Relationships Pay and Job Security Company Policies Hygiene Factors (5) 37. Acquired Needs Framework Centers on the needs for achievement, affil- iation, and power 38. Need For Achievement The desire to accomplish a task or goal more effectively than was done in the past 39. Need For Affiliation The need for human companionship 40. Need For Power The desire to control the resources in one's environment 41. Process-Based Perspectives Focus on how people behave in their efforts to satisfy their needs 42. Equity Theory
Study online at quizlet/_dpyug Focuses on people's desire to be treated with what they perceive as equity and to avoid perceived inequity 43. Equity The belief that we are being treated fairly in relation to others 44. Inequity is the belief that we are being treated unfair- ly in relation to others 45. Inputs are an individual's contributions to the orga- nization— such factors as education, experience, ef- fort, and loyalty. 46. Outcomes are what the person receives in return—pay, recognition, social relationships, intrinsic re- wards, and similar things 47. 1. Change Inputs 2. Change Outcomes 3. Alter Perceptions of Self 4. Alter Perception of Other 5. Change Comparisons 6. Leave Situation Motivations to Reduce Inequity (6)
Io chap 5 - notes
Course: Industrial Psychology
University: University of San Carlos
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