Mgt Module 5

Topics: Motivation, Self-efficacy, Expectancy theory Pages: 11 (3151 words) Published: November 30, 2012
Module 5 – Individual level: motivation concepts and applications


Module 5 – Individual level: motivation concepts and applications Learning objectives
On successful completion of this module, you should be able to: ● ● ● ● ● ● ● ● ●

Define motivation and identify three key elements of motivations Identify early theories of motivation and evaluate their current use value Apply the predictions of self-determination theory to intrinsic and extrinsic rewards Compare and contrast goal-setting theory and management by objectives Contrast reinforcement theory and goal-setting theory Demonstrate how organisational justice is a refinement of equity theory Apply the key tenets of expectancy theory to motivating employees Compare contemporary theories of motivations Show how motivation theories are culture bound

Learning resources
Robbins, SP, Judge, T, Millett, B & Boyle, M 2011, Organisational behaviour, Chapter 7.

Introduction to Module 5
Welcome to Module 5 of MGT1000. I give this module about a 4.5 rating – the theory is heavier going. There are about 22 pages from the text. Also this module is about 7 pages long. There are no must do tasks but there is still an application exercise that can take up as much time as you want to invest in it. The application is a mini essay writing exercise. The mind map that follows illustrates where we are up to in the individual level of the course so far. In this module we will be discussing theories of motivation and their workplace applications. Motivation is a critical issue within workplaces today. It is not sufficient that employees simply turn up at work. Employers want highly productive and motivated employees. You already know that workplace productivity can be enhanced by ensuring a sound fit between employee personality and job requirements, between employer and employee values and © University of Southern Queensland


MGT1000 – Organisational behaviour

between employee preferences and the culture and structure of the organisation. You will also realise from previous modules that in creating a motivating workplace it is employee perception of the workplace, rather than the reality of the workplace, that will influence employee performance. In this module you will learn ways that managers can make the workplace more motivating for employees. The most basic premise of this module is that motivation is not a trait like personality, but rather something that managers can encourage or discourage.

Module 3 Attitudes and job satisfaction

Module 4 Personality and values

Module 5 Motivation

•Absenteeism •Job satisfaction •Turnover •Productivity •Organisational citizenship •Deviant workplace behaviour This first exercise will give you a chance to clarify your own (everyday) everyday experience of motivation.

Learning activity 5.1
Think of one thing you have been putting off doing. Perhaps you have a friend you have been meaning to contact; perhaps you have some task around the house you have not completed yet. Perhaps you have not been able to maintain your exercise program. Or perhaps you have had difficulty getting all your study completed. Think about these 2 questions 1. Why are you putting yourself under pressure to do this thing? 2. Why haven’t you done this thing yet?

© University of Southern Queensland

Module 5 – Individual level: motivation concepts and applications


Learning activity 6.1 de-brief
I expect we all have things we have not done that we feel we should have done. So I assume no one had difficulty thinking of something they had put off. The following two definitions of motivation show considerable consistency and can be helpful in understanding your inability to do the task you nominated. ‘We define motivation as the processes that account for an individual’s intensity, direction and persistence of effort towards attaining a goal’ (Robbins, Judge, Millett, & Boyle 2011, p. 176) ‘Motivation refers to the...
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