(See related pages)
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Diagram and summarize the MARS model. MARS stands for the components that influence an employee’s behavior and resulting performance—motivation, ability, role perception, and situational factors. |
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Describe four-drive theory and explain how these drives influence motivation and behavior. The four-drive theory explains the innate drives, fixed in our brains throughout evolution, that require us to: acquire, bond, learn, and defend. It is not the drives or emotions that determine our motivation or behavior, but rather our logic and intelligence that allow us to consciously decide on how to interpret the emotional signals generated through our drives. |
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Describe the characteristics of effective goal setting and feedback. Goal setting is the process of establishing performance objectives that motivate employees through clarifying their role perceptions. Goal setting is effective if goals are: 1) precise and measurable, 2) set within reasonable time periods, 3) limited to the most important objectives, and 4) challenging, but realistic. Additionally, goals only have value if feedback occurs, showing consequences to actions. |
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Diagram the expectancy theory model and discuss its practical implications for motivating employees. Managers can increase employee motivation by understanding the phenomena of the expectancy theory model. Expectancy theory states that an employee’s work-effort behavior is a direct result of a perceived desirable outcome. The model suggests the notion that: 1) an employee’s efforts will yield a perceived performance, 2) a perceived probability that a specific behavior produces a particular outcome, and 3) anticipated satisfaction or dissatisfaction towards an outcome will occur (outcome valence). |
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Discuss the advantages and disadvantages of the four reward objectives. Employee motivation can be achieve through organizational extrinsic (external as in financial rewards and benefits) and intrinsic (self-satisfying perceptions) rewards. Financial rewards serve four specific objectives: membership and seniority, job status, competencies, and task performance. |
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Discuss ways to measure employee performance more accurately. Organizations can more accurately evaluate employee performance by using: more objective performance measures, anchored performance appraisal instruments, multiple performance information sources, and performance appraisal training. |
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Summarize the equity theory model, including how people try to reduce feelings of inequity. Equity theory explains a person’s perception of fairness and distribution against others’. People will reduce feelings of inequity by: changing inputs, changing outcomes, changing perceptions, or leaving the situation. |
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Diagram the job characteristics model of job design. The job characteristics model displays employee motivation towards the job and includes these components: the core job characteristics (autonomy, skill variety, task identity, task significance, and job feedback), critical psychological states (meaningfulness, responsibility, knowledge of results), and outcomes (work motivation, growth satisfaction, general satisfaction, and work effectiveness). |
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Define empowerment and identify strategies to support empowerment. Empowerment is a strategy used in organizations and is a positive psychological existence that is represented by four dimensions: feeling of self-determination, meaningful work experience, confidence of competence, and perception of impact on the organization. |