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22 Cards in this Set

  • Front
  • Back
motivation
the process of stimulating an individual to take action that will accomplish a desired goal
need hierarchy
Abraham Maslow
5 levels of individual needs
physiological
safety
social
esteem or ego
self actualization
two factor or motivation hygiene theory
Frederick Herzberg

all work related factors can be grouped into two categories

hygience maintenance factors

motivator factors
hygience maintenance factors
--will not produce motivation but can prevent it
motivator factors
can encourage motivation
job satisfaction
an individuals general attitude and feeling about his job
expectancy theory
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
hygiene factors
dissatisfiers
basic
safety
belonging
motivators
belonging
ego-status
self actualization
example of motivators
satisfiers
the work itself
responsibility
achievement
recognition
advancement
growth
maintenance factors
dissatisfiers
org policy and admin
supervision
working conditions
interpersonal relations
salary
status
job security
personal life
McClelland's theory of Human Motives
achievement
power
affiliation
achievement motivation theory
individuals are particularly responsive to work environments in which they can attain success through their own efforts rather than by chance
power motivation
managers with high motivationto manage outperform those that don't
affiliation motivation
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
reinforcement theory
positive reinforcement
negative (avoidance) reinforcement
Extinction
Punishment
Positive reinforcement
positive consequence=increase in the frequency of behavior
negative (avoidance) reinforcement
withdrawal of an unpleasant consequence causes increase in the frequency of behavior
Extinction
positive consequence is withheld= decrease in the frequency of behavior
Punishment
negative consequence=decrease in the frequency of behavior
Equity theory
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
McGregors Theory X and Y
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