According to expectancy theory, valence Quizlet

According to expectancy theory, a person's motivation will be highest when:

expectancy is high, but instrumentality is low.

expectancy, instrumentality, valence are all high.

instrumentality is high, but valence is low.

expectancy, instrumentality, valence are all moderate.

valence is high, but expectancy is low.

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Terms in this set (44)

Motivation

The process of arousing and sustaining goal-directed bahvior

Psychoanalysis

Sigmund Freud's method for delving into the unconscious mind to better understand a person's motives and needs.
Help explain irrational and self-destructive behaviors such as suicide or workplace violence.
Help explain deviant behavior in the workplace.

Self-interest

What is in the best interest of and benefit to an individual

Motivation theories attempt to explain and predict _______.

observable behavior.

Internal theories of motivation

Give primary consideration to variables within the individual that lead to motivation and behavior.

Process theories of motivation

Emphasize the nature of the interaction between the individual and the environment.
Such as expectancy theory

External theories of motivation

Focus on the elements in the environment, including the consequences of behavior, as the basis for understanding and explaining people's behavior at work.

3 elements of understanding motivation, behavior and performance

1) the individual
2) the job
3) the work environment
and how these elements interact.

Managers who are more supportive and less controlling appear to elicit more ______ motivations from their employees.

intrinsic

Theory X

A set of assumptions managers might apply to individuals who are motivated by lower-order needs (physiological and safety needs).

Theory Y

A set of assumptions managers might apply to individuals who are motivated by higher-order needs (social, esteem, and self-actualization needs).

ERG theory

A theory that organized human needs into the categories of existence, relatedness, and growth.

Manifest needs

Learned or acquired needs that are easily perceived.
These are the needs for achievement, power, and affiliation.

Need for achievement

A manifest need that concerns excellence, competition, challenging goals, persistence, and overcoming difficulties.

Murray Thematic Apperception Test (TAT)

A protective test used as an early measure of the achievement motive.

Need for power

A manifest need that concerns the desire to influence others, change people or events, and make a difference in life.

Socialized power

Used for the benefit of many

Personalized power

Used for individual gain

Need for affiliation

A manifest need to establish and maintain warm, close, intimate relationships with other people.

Autonomy

The desire for independence and freedom from constraints.

Two-factor theory of motivation

motivation factor & hygiene factor

Motivation factor & examples

A work condition that satisfies the need for psychological growth.

Achievement, recognition of achievement, work itself, responsibility, advancement, growth, salary

Hygiene factor & examples

A work condition that generates dissatisfaction due to discomfort or pain.

Company policy and administration, supervision, interpersonal relations, working conditions, salary, status, security

Eustress

Healthy, normal stress.
A positive response to challenges that generates energy and motivates an individual to achieve.

Stress

The energy we experience when confronted with a challenging or difficult situation.

Distress

A negative response such as frustration or fear, which leads to unhealthy and unproductive results.

Full engagement idea

the central tenets are that an individual should manage energy rather than time and should strategically disengage from certain activities to balance the power of full engagement.
Lesson learned from professional athletes.

Expectancy theory
The motivation to do X is determined by:

Expectancy, Instrumentality & Valence

Cognitive process theory founded on two basic notions:
1) assumes that people expect certain outcomes of behavior and performance, which may be thought of as rewards, or consequences of behavior.
2) People believe there is a correlation between the effort they put forth, the performance they achieve, and the outcomes they receive.

Valence

The value or importance one places on a particular reward.
If i do X, how likely will i be able to achieve certain thing (e.g. perform at a certain level, accomplish certain goal)?
Confidence of achieving a goal
Self-efficacy

Expenctancy

The belief that effort leads to performance.
"If I try harder, I can do better"
How desirable are these outcome(s) to me?

Instrumentality

The belief that performance is related to rewards.
"If I perform better, I will get more pay"
If i achieve certain thing (e.g. perform at certain level, accomplish certain goal), how likely will this result in obtaining specific outcomes?
Does it lead to anything meaningful?

Motivational programs/ performance planning/ evaluation systems

Motivation programs that are meant to enhance a person's belief that effort will improve performance and therefore lead to better pay.

Expectancy theory attributes motivational problems to three basic causes:

1) disbelief in a relationship between effort and performance.
2) disbelief in a relationship between performance and rewards.
3) lack of desire for the rewards offered.

Moral maturity

The measure of a person's cognitive moral development.

Morally mature

People behave based on universal ethical principles.

Morally immature

People behave based on egocentric motivations.

Needs theories of motivation

A group of content theories about work motivation that focuses on workers' needs as the sources of motivation.
They try to answer the question of WHAT motivates people.
Maslow's Hierarchy of Needs
Alderfer's ERG Theory

The Power of Three
In order for workers to be motivated to perform desired behaviors at a high level...

All three tings, expectancy, instrumentality and valence need to be high at the same time in order for motivation to be high.

Motivation equation is a ________ equation.

Multiplicative
If anything is zero then motivation is zero

High expectancy

Workers must perceive that if they try hard, they can perform at a high level.
Create by encouragement, convey high expectations, provide trainings, bring supportive with resources, etc.

High instrumentality

Workers must perceive that if they perform at a high level, they will receive certain outcomes.
Create by performance contingent rewards (intrinsic or extrinsic) "attendance" "loyalty"

High valence

Workers must desire or want the outcomes they will receive if they perform at a high level.
Create by asking them (survey), flexible reward package etc. "Cafeteria plan"- you let them pick
1) bonus/money or 2)flexibility/vacation time or 3)training/advancement

Effort ---> _____ ---> Performance---> ______---> Outcomes-> ______

expectancy, instrumentality, valence

Valence:
_______ theories can help us understand what type of outcomes might be valued by certain types of employees.

Need

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What is valence According to expectancy theory?

Valence refers to the emotional orientations people hold with respect to outcomes [rewards]. The depth of the want of an employee for extrinsic [money, promotion, time-off, benefits] or intrinsic [satisfaction] rewards). Management must discover what employees value.

Which of the following is true about valence according to the expectancy theory?

Which of the following is true of valence, according to the expectancy theory? Correct Providing employees with highly valent outcomes can reduce turnover.

What is the expectancy theory quizlet?

Expectancy theory (or expectancy theory of motivation) proposes that an individual will behave or act in a certain way because they are motivated to select a specific behavior over others due to what they expect the result of that selected behavior will be.

Which of the following is the focus of the expectancy theory quizlet?

Expectancy Theory focuses on the link between rewards and behaviors and emphasizes expected (rather than experienced) rewards and on the effects of incentives.