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WorksheetsCLASS 20: Motivation & Incentives
Total questions: 21
Worksheet time: 27mins
(a) is the psychological forces within a person that determine the (b) of a person's (c) in an organization, a person's level of (d) , and a person's (e) in the face of obstacles.
Determinants of Job Performance
Willingness to perform
Ability to perform
Opportunity and resources to perform
Education and upbringing
Level of status in organization
PROCRASTINATION is not an issue of motivation.
True
False
PROCRASTINATION is not an issue of motivation. It’s about Mood (a) - Avoiding feelings of low confidence, insecurity, fear of failure, anxiety, etc.
Match the following sources of motivation.
Some people are inherently more motivated than others; people may differ in what motivates them
Individual
need for achievement, power, growth, affiliation
Personality
E.g., the structure of work, the structure of incentive systems, our expectations for performance.
Situational
Maslow's Need Hierarchy & ERG Needs Theory
Match the following McClelland's Theory of Needs
A desire to control others and be in charge. People with this need may enjoy managerial positions, winning arguments, and gaining higher status. They may also be competitive and have a high tolerance for risk.
Need for power (nPower)
A desire to solve problems and achieve goals. People with this need may prefer challenging projects, working alone, and receiving immediate feedback. They may also seek out tangible rewards, like a raise or promotion.
Need for achievement (nAch)
A desire to create and maintain relationships. People with this need may prefer to work in groups, collaborate with others, and follow company culture. They may also avoid situations that could lead to rejection or uncomfortable boundaries.
Need for Affiliation (nAff)
Expectancy Theory: Motivation is a function of __________, _______________, and _______.
(a)
Match the following Expectancy Theory
effort >> performance
Expectancy
performance >> outcomes
Instrumentality
value of outcome/reward (highly desirable to highly undesirable)
Valence
Expectancy Theory
(a) THEORY People evaluate the ratio of (b) they bring to a job (ability, experience, effort, etc.) to the (c) they receive (pay, promotions, etc.)
Equity Theory: If they perceive inequity or imbalance in this ratio, they tend to be less motivated.
True
False
Equity Theory: People refer to past precedents and other people to assess equity vs. inequity. Ex: if someone less qualified or skilled than you is being paid more, you will be dissatisfied and less motivated.
True
False
Equity Theory & Social (a) : the effects of compensation on motivation are highly (b) -dependent! Depends on what others are getting. Ex: athletes who feel underpaid, despite making millions $$$
Goal setting as motivation
Specificity
Difficulty
Participation
Efficiency
Profit
Goals activate a (a) to reach the goal, even without extrinsic rewards. Goals direct (b) . Goals lead people to develop (c) to achieve them. Goals increase (d) .
Passion and perseverance are (a) .
why is follow your passion bad advice?
People need a growth mindset to achieve.
Indecisive, uncomfortable, confused
Don’t anticipate difficulties, lose interest, give up
It's not.
INTRINSIC vs. EXTRINSIC MOTIVATION
Provides feelings of accomplishment and self- worth
Challenge, desire to learn, task enjoyment
task meaningfulness, fairness, social interaction, etc.
As long as it's not so challenging as to be impossible
Status, recognition, esteem, etc.
pay increases, promotions, bonuses
stock options, commissions, piece-rates, etc.
Unintended consequences OF EXTRINSIC REWARDS
Heightened focus on extrinsic rewards can reduce intrinsic motivation (i.e. interest in the task itself)
Pay for performance systems may also lead management to focus too heavily on labor costs
May overlook equally (or more) important factors such as job satisfaction, commitment, turnover, etc.
COMMON TYPES OF INCENTIVE SYSTEMS
Salary, raises, promotions
Pay for performance
Profit sharing
Stock ownership
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