1. The Nature of Motivation, Explain what motivation is and why managers need to be concerned about it
Intrinsically motivated behavior : the motivation comes from doing the work for its own sake. Extrinsically motivated behavior : the behavior is based on the rewards (social or material), not from the behavior itself. If people perform high they will expect to receive certain outcomes. Prosocially motivated behavior, Prosocially motivated behavior is behavior that is performed to benefit or help others. Behavior can be prosocially motivated in addition to being extrinsically and/or intrinsically motivated. And, Altruistic Prosocial (Robinson) - Actions specific to helping others done wholly without the expectancy of benefit or reward. …show more content…
The highest moral value.
2. Describe from the perspectives of expectancy theory and equity theory what managers should do to have a highly motivated workforce
Expectancy theory, when expectation is high people may perceive or desire their efforts (inputs) are equal to their performance. In theory, If one perceives or expects to perform at high levels they just might.
In theory, If one is Instrumentally highly perceived to be performing at a high level (Valuable), this may lead to high levels of performance or to a reward.
When Valence is high, people understand the effort, inputs, and necessary cost or work desired to achieve the outcomes that result from high performance.
Equity theory, Underpayment inequity happens when people have a perceived or inherent value attached to their work. If this Outcome expectancy–input valence ratio is less than the expected, people will protest. Overpayment inequity is based on the payee’s perceived Outcome expectancy – work input ratio, if this is less then perceived payee may penalize or null and void (fire) the …show more content…
This is a modern approach and in my opinion has led to further exploitation of labor without cause. Due to automation and machinery. Eliminating stress, enhancing routine and value are basic strategies for quality of life.
I am shocked these theories are still in practice. They are outdated and have the ability to create fragmented behavior opportunities. Such disengagement’s are costly and may exploit people. Platform tools and workflows engaged by highly skilled workers (valuable) are the current and future work environment and workforce. Once organizations understand this, a productive shift towards less stressful task environments, more routine workflows and valuable workforces may happen.
From Maslow’s basic Hierarchy of Needs to Herzberg’s Motivation-Hygiene Theory and McCleland’s Needs for Achievement, empower the modern industrial institution for dependency based models that create subservient Affiliation, and Power prompts. These archaic attempts to coral people are no longer necessary to achieve high performance at the market or task environment (Amazon or iTunes workers have never recorded a work stoppage). In a post modern platform based system motivating self performing or managing teams (entrepreneurial) is no longer necessary. A high rate of pay, routine and achievement usually eliminates this. Enhancing production and
Intrinsically motivated behavior : the motivation comes from doing the work for its own sake. Extrinsically motivated behavior : the behavior is based on the rewards (social or material), not from the behavior itself. If people perform high they will expect to receive certain outcomes. Prosocially motivated behavior, Prosocially motivated behavior is behavior that is performed to benefit or help others. Behavior can be prosocially motivated in addition to being extrinsically and/or intrinsically motivated. And, Altruistic Prosocial (Robinson) - Actions specific to helping others done wholly without the expectancy of benefit or reward. …show more content…
The highest moral value.
2. Describe from the perspectives of expectancy theory and equity theory what managers should do to have a highly motivated workforce
Expectancy theory, when expectation is high people may perceive or desire their efforts (inputs) are equal to their performance. In theory, If one perceives or expects to perform at high levels they just might.
In theory, If one is Instrumentally highly perceived to be performing at a high level (Valuable), this may lead to high levels of performance or to a reward.
When Valence is high, people understand the effort, inputs, and necessary cost or work desired to achieve the outcomes that result from high performance.
Equity theory, Underpayment inequity happens when people have a perceived or inherent value attached to their work. If this Outcome expectancy–input valence ratio is less than the expected, people will protest. Overpayment inequity is based on the payee’s perceived Outcome expectancy – work input ratio, if this is less then perceived payee may penalize or null and void (fire) the …show more content…
This is a modern approach and in my opinion has led to further exploitation of labor without cause. Due to automation and machinery. Eliminating stress, enhancing routine and value are basic strategies for quality of life.
I am shocked these theories are still in practice. They are outdated and have the ability to create fragmented behavior opportunities. Such disengagement’s are costly and may exploit people. Platform tools and workflows engaged by highly skilled workers (valuable) are the current and future work environment and workforce. Once organizations understand this, a productive shift towards less stressful task environments, more routine workflows and valuable workforces may happen.
From Maslow’s basic Hierarchy of Needs to Herzberg’s Motivation-Hygiene Theory and McCleland’s Needs for Achievement, empower the modern industrial institution for dependency based models that create subservient Affiliation, and Power prompts. These archaic attempts to coral people are no longer necessary to achieve high performance at the market or task environment (Amazon or iTunes workers have never recorded a work stoppage). In a post modern platform based system motivating self performing or managing teams (entrepreneurial) is no longer necessary. A high rate of pay, routine and achievement usually eliminates this. Enhancing production and