9990 · 4.1.2
Cognitive theories flashcards
Revision flashcards for Cambridge 9990 Cognitive theories (syllabus 4.1.2). Flip, recall, then mark a real past-paper question.
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Vroom's motivation formula?
Motivation = Expectancy × Instrumentality × Valence — all three must be positive or effort drops.
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Expectancy (Vroom)?
Belief that effort will lead to successful performance — low if tasks seem impossible or training is poor.
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Instrumentality (Vroom)?
Belief that good performance will be rewarded — broken if promotions go to favourites.
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Adams' equity theory?
Workers compare their input/output ratio to a referent; perceived inequity causes distress and corrective behaviour.
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Locke & Latham goal-setting principles?
Goals must be specific, challenging, accepted, and supported by feedback — vague 'do your best' goals are weaker.
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Cognitive vs need theories?
Cognitive theories focus on thoughts, expectations, and fairness; need theories focus on satisfying innate drives.
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What are the three components of Vroom's Expectancy Theory?
1. Expectancy (the belief that effort will lead to performance), 2. Instrumentality (the belief that performance will lead to an outcome), and 3. Valence (the value placed on the outcome).
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In Adams' Equity Theory, what is a 'referent other'?
A person or group an individual compares their input/outcome ratio against to determine if they are being treated fairly. This could be a colleague, a person in a similar role at another company, or even their past self.
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According to Latham and Locke, what are two key characteristics of motivating goals?
Goals should be specific (clear and unambiguous) and challenging (difficult but attainable). Vague goals like "do your best" are less effective.
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What is the main difference between cognitive and need-based theories of motivation?
Cognitive theories (e.g., Expectancy, Equity) focus on conscious thought processes and rational decision-making as the drivers of motivation. Need-based theories (e.g., Maslow) focus on fulfilling innate, often unconscious, internal needs or drives.
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How might an employee try to restore equity if they feel under-rewarded?
They might reduce their inputs (e.g., work less hard), try to increase their outcomes (e.g., ask for a raise), change their referent other, cognitively distort their perception of inputs/outcomes, or leave the job.