Motivational Concepts Chpt 7

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motivation

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The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.

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The three key elements in our definition of motivation are

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intensity, direction, and persistence.

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Intensity

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describes how hard a person tries

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The best-known theory of motivation is

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Abraham Maslow’s hierarchy of needs

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Abraham Maslow’s 5 hierarchy of needs

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1.Physiological. Includes hunger, thirst, shelter, sex, and other bodily needs.
2.Safety. Security and protection from physical and emotional harm.
3.Social. Affection, belongingness, acceptance, and friendship.
4.Esteem. Internal factors such as self-respect, autonomy, and achievement, and external factors such as status, recognition, and attention.
5.Self-actualization. Drive to become what we are capable of becoming; includes growth, achieving our potential, and self-fulfillment

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Abraham Maslow’s 5 hierarchy of needs
1.Physiological

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Includes hunger, thirst, shelter, sex, and other bodily needs

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Abraham Maslow’s 5 hierarchy of needs
2. Safety

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Security and protection from physical and emotional harm.

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Abraham Maslow’s 5 hierarchy of needs
3.Social

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Affection, belongingness, acceptance, and friendship

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Abraham Maslow’s 5 hierarchy of needs
4. Esteem

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Internal factors such as self-respect, autonomy, and achievement, and external factors such as status, recognition, and attention.

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Abraham Maslow’s 5 hierarchy of needs
5.Self-actualization.

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Drive to become what we are capable of becoming; includes growth, achieving our potential, and self-fulfillment

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lower-order needs

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Needs that are satisfied externally, such as physiological and safety needs.

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self-actualization

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The drive to become what a person is capable of becoming

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higher-order needs

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Needs that are satisfied internally, such as social, esteem, and self-actualization needs.

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Douglas McGregor

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who proposed two distinct views of human beings: one basically negative, labeled Theory X, and the other basically positive, labeled Theory Y

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Theory X

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The assumption that employees dislike work, are lazy, dislike responsibility, and must be coerced to perform.

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Theory Y

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The assumption that employees like work, are creative, seek responsibility, and can exercise self-direction

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two-factor theory—also called motivation-hygiene theory

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A theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction.

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extrinsic factors,

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i.e. supervision, pay, company policies, and working conditions

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intrinsic factors

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i.e. advancement, recognition, responsibility, and achievement seem related to job satisfaction.

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Herzberg proposed a dual continuum:

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The opposite of “satisfaction” is “no satisfaction,” and the opposite of “dissatisfaction” is “no dissatisfaction.”

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hygiene factors Factors—

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such as company policy and administration, supervision, and salary—that, when adequate in a job, placate workers. When these factors are adequate, people will not be dissatisfied.

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McClelland’s theory of needs

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A theory that states achievement, power, and affiliation are three important needs that help explain motivation.

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need for achievement (nAch)

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The drive to excel, to achieve in relationship to a set of standards, and to strive to succeed.

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need for power (nPow)

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The need to make others behave in a way in which they would not have behaved otherwise.

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need for affiliation (nAff)

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The desire for friendly and close interpersonal relationships.

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“contemporary theories”

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because they represent the current state of thinking in explaining employee motivation

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self-determination theory

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A theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation.

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cognitive evaluation theory

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A version of self-determination theory which holds that allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the rewards are seen as controlling.

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self-concordance

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The degree to which peoples’ reasons for pursuing goals are consistent with their interests and core values.

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job engagement

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The investment of an employee’s physical, cognitive, and emotional energies into job performance.

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goal-setting theory

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A theory that says that specific and difficult goals, with feedback, lead to higher performance

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management by objectives (MBO)

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A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress.

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self-efficacy

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An individual’s belief that he or she is capable of performing a task

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Self-efficacy a.k.a.

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social cognitive theory or social learning theory

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Four ingredients are common to MBO programs:

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goal specificity, participation in decision making (including the setting of goals or objectives), an explicit time period, and performance feedback

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The researcher who developed Albert Bandura, proposes four ways self-efficacy can be increased

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1.Enactive mastery.
2.Vicarious modeling.
3.Verbal persuasion.
4.Arousal.

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vicarious modeling—

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becoming more confident because you see someone else doing the task

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verbal persuasion:

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becoming more confident because someone convinces you that you have the skills necessary to be successful.

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arousal

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an energized state, so the person gets “psyched up” and performs better

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reinforcement theory

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A theory that says that behavior is a function of its consequences.

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behaviorism

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A theory that argues that behavior follows stimuli in a relatively unthinking manner

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social-learning theory

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The view that we can learn through both observation and direct experience.

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equity theory

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A theory that says that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities