Which of the following motivating forces have the strongest performance effect?

6.3What two qualities make goals strong predictors of taskperformance, according to goal setting theory?

6.4What does it mean to be equitably treated according to equitytheory, and how do employees respond to inequity?

6.5What is psychological empowerment, and what four beliefsdetermine empowerment levels?

6.6How does motivation affect job performance and organizational

6.7What steps can organizations take to increase employeemotivation?

Quiz 21)One of the reasons why job performance should be defined only in terms ofbehaviors, and not in terms of results, is that results are:

2)Well-known responses to demands that occur in a normal, predictable way areknown as:

Chapter 6 – MotivationLearning objectives:What is motivation?

Get answer to your question and much more

What three factors help determine work effort, according to expectancy theory?Expectancy theoryargues that employee behaviour is directed toward pleasure and away from pain or, moregenerally, toward certain outcomes and away from others. The theory suggests that our choices depend on threespecific beliefs that are based in our past learning and experience: expectancy, instrumentality, and valence.Expectancyrepresents the belief that exerting a high level of effort will result in the successful performance ofsome task. More technically, expectancy is a subjective probability, ranging from 0 to 1 that a specific amount ofeffort will result in a specific level of performance (abbreviated EP). The biggest factor that shapesexpectancy isself-efficacy, defined as the belief that a person has the capabilities needed to execute thebehaviours required for task success. Employees who feel more “efficacious” (i.e. self-confident) for a particulartask will tend to perceive higher levels of expectancy and therefore be more likely to choose to exert high levelsof effort. When employees consider efficacy levels for a given task, they first consider their pastaccomplishments—the degree to which they have succeeded or failed at similar sorts of tasks in the past. Theyalso consider vicarious experiences, taking into account their observations and discussions with others who haveperformed such tasks. Self-efficacy is also dictated by verbal persuasion; friends, co-workers, and leaders canpersuade employees that they can “get the job done.” Finally, efficacy is dictated by emotional cues, in thatfeelings of fear or anxiety can create doubts about task accomplishment, whereas pride and enthusiasm canbolster confidence levels.Instrumentalityrepresents the belief that successful performance will result in some outcome(s). Moretechnically, instrumentality is a set of subjective probabilities, each ranging from 0 to 1 that successfulperformance will bring a set of outcomes (abbreviated PO).Valencereflects the anticipated value of the outcomes associated with performance (abbreviated V). Valencescan be positive, negative, or zero. Salary increases, bonuses, and more informal rewards are examples of“positively valenced” outcome. Disciplinary action actions, demotions, and terminations are examples of

What motivating force has the strongest effect on performance?

What two qualities make goals strong predictors of task performance?

What type of motivation is involved when an employee finds internal satisfaction in doing a job well?

When a person is motivated by some contingency that depends on task performance this person is likely experiencing?