Ch 5 Theories Of Motivation

Front 1

Job performance is viewed as a function of three factors and is expressed with the equation

Back 1

Performance = Motivation x Ability X Enviroment

Front 2

Motivation

Back 2

the desire to achieve a goal or a certain performance level, leading to goaldirected behavior

Front 3

Ability

Back 3

or having the skills and knowledge
required to perform the job

Front 4

environmental factors

Back 4

having the resources, information, and support one needs to perform well

Front 5

motivation theories under two categories

Back 5

need-based theories and process theories.

Front 6

Four Theories of Need Based Motivation

Back 6

Maslow’s hierarchy of needs,
ERG theory
Herzberg’s twofactor theory
McClelland’s acquired-needs theory

Front 7

Maslow’s Hierarchy of Needs

Back 7

There are some needs that are basic to all
human beings, and in their absence nothing else matters.As we satisfy these basic needs, we start looking to satisfy higher order needs

Front 8

Maslow’s
Physiological needs

Back 8

Level 1/5

refer to the need for food, water, and
other biological needs

Front 9

Maslow’s
safety needs.

Back 9

Level 2/5

free from the threat
of danger, pain, or an uncertain future?

Front 10

Maslow’s
social needs

Back 10

Level 3/5

need to bond with other human
beings, be loved, and form lasting attachments with
others

Front 11

Maslow’s
esteem needs

Back 11

Level 4/5

The desire to be respected by one’s peers, feel
important, and be appreciated

Front 12

Maslow’s
self-actualization

Back 12

Level 5/5

“becoming all you are capable of becoming.” This need manifests itself by the desire to acquire new skills, take on new challenges, and behave in a way that will lead to the
attainment of one’s life goals.

Front 13

ERG theory

Back 13

Clayton Alderfer

basic human needs may be grouped under
three categories, namely, existence, relatedness, and growth

Front 14

How does ERG thorey compare to Maslows

Back 14

Existence corresponds to Maslow’s physiological
and safety needs, relatedness corresponds to social needs, and growth refers to Maslow’s esteem and selfactualization

does not rank needs in any particular order and
explicitly recognizes that more than one need may operate at a given time.

Front 15

frustration regression
ERG Theory

Back 15

hypothesis suggesting that individuals who are
frustrated in their attempts to satisfy one need may regress to another

Front 16

Two-Factor Theory

Back 16

Frederick Herzberg

aspects of the work environment that satisfy employees are very different from aspects that dissatisfy them.

Hygiene motivators

Front 17

hygiene Factors

Back 17

these factors were part of the context in which the
job was performed, as opposed to the job
itself

many factors in our work environment are things that we miss when they are absent but take for granted if they are present

Front 18

Hygiene factors included?

Back 18

company policies
supervision
working conditions,
salary
safety
security on the job

Front 19

Motivators

Back 19

factors that are intrinsic to the
job

Front 20

Motivator Factors Include

Back 20

achievement,
recognition
interesting work
increased responsibilities
advancement
growth
opportunities

Front 21

Acquired-Needs Theory

Back 21

David McClelland

According to this theory, individuals acquire three types of needs as a result of their life experiences.

dominant needs are thought to drive employee behavior

need for achievement,
need for affiliation
need for power

Front 22

need for achievement

Back 22

strong need to be successful.

These individuals are constantly striving to improve their performance. They relentlessly focus on goals, particularly stretch goals that are challenging in nature

Front 23

need for affiliation

Back 23

want to be liked and accepted by others

When given a choice, they prefer to interact with others and be with friends

Front 24

need for power

Back 24

want to influence others and control their environment

forms such as changing the way things are done so that the work environment is more positive, or negotiating more resources for one’s department, it tends to lead to positive outcomes

Front 25

Process-Based Theories

Back 25

view motivation as a rational process

equity theory
expectancy theory
reinforcement theory

Front 26

Equity Theory

Back 26

According to this theory, individuals are
motivated by a sense of fairness in their interactions

We perceive fairness if we believe that the input-to outcome ratio we are bringing into the situation is similar to the input-to-outcome ratio of a comparison person, or a referent

Front 27

Equity Theory Equation

Back 27

(Person)
Outcome/inputs = Outcomes/inputs
(Referent Others)

Equity is determined by comparing one’s input-outcome ratio with the input-outcome ratio of a referent. When the two ratios are equal, equity exists.

Front 28

Inputs
(Equity Theory)

Back 28

are the contributions people feel they are making to
the environment

Front 29

Outcomes
(Equity Theory)

Back 29

are the perceived rewards someone can receive from the situation

Front 30

Referent
(Equity Theory)

Back 30

may be a specific person as well as a
category of people

Front 31

Equity-sensitive individuals
(Equity Theory)

Back 31

expect to maintain equitable relationships, and they experience distress when they feel they are over-rewarded or under rewarded.

Front 32

Benevolents
(Equity Theory)

Back 32

those who give without waiting to receive much in return

Front 33

Entitleds
(Equity Theory)

Back 33

who expect to receive substantial compensation for relatively little input

Front 34

Distributive justice

Back 34

refers to the degree to which the outcomes received from the organization are perceived to be fair.

Front 35

Two other types of fairness

Back 35

procedural justice
interactional justice

Front 36

Procedural justice

Back 36

refers to thedegree to which fair decision-making procedures are used to arrive at a decision

Front 37

Three potential Reason people care about Procedural Justice

Back 37

people tend to believe that fairness is an end in itself

fair processes guarantee future rewards

fairness communicates that the organization values its employees

Front 38

Interactional justice

Back 38

refers to the degree to which people are treated with respect, kindness, and dignity in interpersonal interactions

Front 39

Expectancy Theory

Back 39

individual motivation to put forth more or less effort is determined by a rational calculation in which individuals evaluate their situation

Front 40

Expectancy Theory
Three Questions people ask themselves

Back 40

expectancy X Instrumentality X Valence

Effort > Performance > rewards

Front 41

expectancy

Back 41

whether the person believes that high levels of effort will lead to outcomes of interest, such as performance or success

Front 42

instrumentality

Back 42

degree to which the person believes that performance is related to subsequent outcomes, such as rewards

Front 43

valence

Back 43

The anticipated satisfaction that will result from the value of the rewards awaiting them as a result of performance

Front 44

Reinforcement Theory

Back 44

Ivan Pavlov

behavior is a function of its
outcomes. If a behavior is reinforced you are more likely to do it again