7. Motivation Concepts

8/15/2019 7. Motivation Concepts

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hierarchy of neeMaslow’s

hierarchy of fiveneeds—physiolosocial, esteem, aselfactualizationneed is substantnext need becom

Lower-order needs: Needs thatare satisfied externally, such asphysiological and safety needs.


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Maslow’s Need Theory

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managers assume employees cawork as being as natural as rest play, and therefore the average pcan learn to accept, and even seresponsibility.


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Using Maslow’s framework

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two-factor theory A

theory that relatesintrinsic factors tojob satisfaction andassociates extrinsicfactors withdissatisfaction.


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Two factor themotivation - hy

two-factor theory A theory that relates intrinsicfactors to job satisfaction and associates extrin

factors with dissatisfaction.


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A theory that stateand affiliation are tthat help explain m

(nAch) The drive to excel,achieve in relationship to aof standards, and to strivesucceed.

(nPow) Tothers bewhich thebehave o

(nAff) The desire for friendlyand close interpersonal

relationships.


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Best Support for McClelland’s Theory

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CONTEMPORARY THEORIES they represent the current state of th


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CONTEMPORARY THEORIES they represent the current state of themployee motivation.

self-determination theory: A theory of motivation that is concerned with the

beneficial effects of intrinsic motivation and the harmful effects of extrinsic motiv

cognitive evaluation theory: A version of self-determination theory which holds that allocating extrinsic rewardbehavior that had been previously intrinsically rewarding tends to decrease the ovlevel of motivation if the rewards are seen as controlling.


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goal-setting theory A theory that says

that specific and difficult goals, with

feedback, lead to higher performance


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L"10*#",2+,1+&%In addition to feedback,

three other factors

influence the goals–performancerelationship: goalcommitment, taskcharacteristics, andnational culture.

Gasincogode

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increases self-efficacy. Arousal leads to an

energized state, so theperson gets “psyched up”

and performs better.


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(also known as social cognitive theory or social learning thto an individual’s belief that he or she is capable of perform

gaining relevant exptask or job.

becombecauselse do

Vicarioeffectivyourseperson

becoming more confident becausesomeone convinces you that you

have the skills necessary to besuccessful.

increases self-efficacy. Arousal leads to an

energized state, so theperson gets “psyched up”

and performs better.


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behaviorism , which argues that behavior followsstimuli in a relatively unthinking manner

Reinforcement theorists see behaenvironmentally caused.


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Much of what we have learned comes from watching mo

film and television performers, bosses, and so forth. Thisboth observation and direct experience is called social-le

Models are central to the social-learning viewpoint. Four influence on an individual:

1. Attentional processes. People learn from a model onlyand pay attention to its critical features. We tend to be mby models that are attractive, repeatedly available, importo us in our estimation.

2 Retention processes A model’s influence depends on


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A theory that says that individuals compare their job inputs and outcomes with thoseand then respond to eliminate any inequities.

The referent an employee selects adds to the complexity of equity theory .There are four referent comparisons:

1. Self–inside. An employee’s experiences in a different position inside the employecurrent organization.

2. Self–outside. An employee’s experiences in a situation or position outside the em

current organization.

3. Other–inside. Another individual or group of individuals inside the employee’s org

4. Other–outside. Another individual or group of individuals outside the employee’sorganization.


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7. Motivation Concepts