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22 Cards in this Set
- Front
- Back
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motivation
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the process of stimulating an individual to take action that will accomplish a desired goal
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need hierarchy
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Abraham Maslow
5 levels of individual needs physiological safety social esteem or ego self actualization |
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two factor or motivation hygiene theory
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Frederick Herzberg
all work related factors can be grouped into two categories hygience maintenance factors motivator factors |
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hygience maintenance factors
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--will not produce motivation but can prevent it
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motivator factors
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can encourage motivation
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job satisfaction
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an individuals general attitude and feeling about his job
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expectancy theory
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Victor Vroom
assumes that individuals can determine which outcomes they prefer and can make realistic estimates of the chances of obtaining them emphasizes the need for org's to relate rewards directly to performance and to ensure that the rewards are those rewards deserved and wanted by the recipients |
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hygiene factors
dissatisfiers |
basic
safety belonging |
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motivators
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belonging
ego-status self actualization |
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example of motivators
satisfiers |
the work itself
responsibility achievement recognition advancement growth |
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maintenance factors
dissatisfiers |
org policy and admin
supervision working conditions interpersonal relations salary status job security personal life |
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McClelland's theory of Human Motives
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achievement
power affiliation |
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achievement motivation theory
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individuals are particularly responsive to work environments in which they can attain success through their own efforts rather than by chance
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power motivation
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managers with high motivationto manage outperform those that don't
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affiliation motivation
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has a negative factor in managerial performance because it tends to make a manager too concerned subjectively with individuals and thus interferes with objectively and rationality
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reinforcement theory
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positive reinforcement
negative (avoidance) reinforcement Extinction Punishment |
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Positive reinforcement
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positive consequence=increase in the frequency of behavior
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negative (avoidance) reinforcement
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withdrawal of an unpleasant consequence causes increase in the frequency of behavior
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Extinction
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positive consequence is withheld= decrease in the frequency of behavior
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Punishment
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negative consequence=decrease in the frequency of behavior
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Equity theory
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the perception of unfairness is a powerful motivating force in the workplace
depends on comparison of perceived equity of pay and rewards among employees and comparison of compensation as related to factors such as education, experience, and seniority |
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McGregors Theory X and Y
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Theory X
managers must coerce, control, or threaten employees in order to motivate them Theory Y People a capable of being responsible. They do not have to be coerced or controlled by the manager to perform well |
