Chapter 5: Motivation Theories

Front 1

What is Motivation?

Direction?
Level?
Persistence?

Back 1

Individual forces that account for the direction, level, persistence of a person's efforts expended at work.

Hint 1

-An individual's choice when presented with a number of possible alternatives.
-Amount of effort
-length of time person sticks to it.

Front 2

Content Theory

Process Theory

Back 2

Individual needs: physiological and psychological deficiency that we feel a compulsion to reduce/eliminate.

Hint 2

Focuses on the thought/cognitive processes that take place within the minds of people that influence their behavior.

Front 3

Maslow's Hierarchy of Needs

Back 3

Assumes some needs are more important than others & must be satisfied before the other needs can serve as motivators.

Hint 3

-Research fails to support existence of precise 5 step hierarchy of needs.
-Higher order needs tend to become more important as individuals move up the corporate ladder.
-Needs vary according to person's: career stage, size of organization, geographic location, and culture.

Front 4

Alderfer's ERG Theory

Back 4

1. Existence needs
2. Relatedness needs
3. Growth needs

Hint 4

-physiological & material well-being safety needs.
-Desire for satisfying interpersonal relationships.
-Continued personal growth & development (intrinsic).

Front 5

McClelland's Acquired Needs Theory

Back 5

1. Need for Achievement
2. Need for Power
3. Need for Affiliation

Hint 5

-To do something better, more efficiently, solve problems, master complex tasks.
-Control others, influence their behavior, be responsible for others.
-Establish & maintain warm relations with others.

Front 6

Herzberg's 2 Factor Theory
(motivator & hygiene )

Back 6

- Hygiene Factors

- Motivator Factors

Hint 6

-Sources of job dissatisfaction associated with job context.
-Improving hygiene factors will only decrease job satisfaction.

-Job satisfaction related to job content.
-Presence/absence of motivators is key link to satisfaction.

Front 7

Adam's Equity Theory

Equity Restoration

Managing Equity Dynamics

Back 7

-People will act to eliminate any felt inequity in their rewards received for their work in *comparison to others.

1.Change work inputs
2.Change outcome received
3.Leave the situation
4. Psychologically distort
comparisons
5.Take action to change inputs/outputs of comparison of other person.

*MANAGING EQUITY DYNAMICS

Hint 7

1. Recognize equity comparisons are inevitable.
2. Anticipate felt negative inequities when rewards are given.
3. Communicate clear evaluations for any rewards given.
4. Communicate an appraisal for performance on which reward is based.
5. Communicate comparison points that are appropriate for the situation.

Front 8

Expectancy Theory

Back 8

A person's motivation is a multiplicative function of:

1. Expectancy (can I do it?)
2. Instrumentality (what will I get?)
3. Valence (Do I care?)

M=E x I x V

Hint 8

1. effort will yield acceptable performance. (belief of performance capabilities)

2. performance will be rewarded.

3. value of rewards are highly positive (attractiveness of outcomes)

Front 9

Expectancy

Valence

Instrumentality

Back 9

1. select capable workers, train them, support them, set clear goals.

2. Clarify possible rewards for performance

3. Match rewards with their specific needs.

Hint 9

1. Person feels that he/she cannot achieve the necessary performance.

2. Person is not confident a high level of task performance will result in high merit pay raise.

3. Person places little value on a merit pay increase.

Front 10

Goal-Setting Theory

Back 10

Process of developing, negotiating, formalizing the targets/objectives that a person is responsible for accomplishing.

Goal-Setting Guidelines

Hint 10

1. Difficult goals
2. Specific goals (unlike: "do your best")
3. Task feedback/knowledge of results
4. Abilities & feelings of efficacy
5. Acceptance & commitment
6. Self-set goals vs. Assigned Goals.