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    Chapter 7 - Motivation Concepts (DONE)

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    Samantha Siau
    This document summarizes several theories of motivation from early content theories like Maslow's hierarchy of needs to more contemporary process theories. It outlines key aspects of each theory, including their core principles and limitations. Some of the major theories discussed are Maslow's hierarchy, Herzberg's two-factor theory, expectancy theory, equity theory, reinforcement theory, goal-setting theory, and self-efficacy theory. The document also defines job engagement as the physical, cognitive and emotional energy employees invest in their work.

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    Chapter 7 - Motivation Concepts (DONE)

    Uploaded by

    Samantha Siau
    1K views4 pages
    This document summarizes several theories of motivation from early content theories like Maslow's hierarchy of needs to more contemporary process theories. It outlines key aspects of each theory, including their core principles and limitations. Some of the major theories discussed are Maslow's hierarchy, Herzberg's two-factor theory, expectancy theory, equity theory, reinforcement theory, goal-setting theory, and self-efficacy theory. The document also defines job engagement as the physical, cognitive and emotional energy employees invest in their work.

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    Chapter 7 - Motivation Concepts (DONE).docx

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    Chapter 7 - Motivation Concepts (DONE).docx

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    This document summarizes several theories of motivation from early content theories like Maslow's hierarchy of needs to more contemporary process theories. It outlines key aspects of each theory, including their core principles and limitations. Some of the major theories discussed are Maslow's hierarchy, Herzberg's two-factor theory, expectancy theory, equity theory, reinforcement theory, goal-setting theory, and self-efficacy theory. The document also defines job engagement as the physical, cognitive and emotional energy employees invest in their work.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    1K views4 pages

    Chapter 7 - Motivation Concepts (DONE)

    Uploaded by

    Samantha Siau
    This document summarizes several theories of motivation from early content theories like Maslow's hierarchy of needs to more contemporary process theories. It outlines key aspects of each theory, including their core principles and limitations. Some of the major theories discussed are Maslow's hierarchy, Herzberg's two-factor theory, expectancy theory, equity theory, reinforcement theory, goal-setting theory, and self-efficacy theory. The document also defines job engagement as the physical, cognitive and emotional energy employees invest in their work.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 4
    At a glance
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    The key takeaways from the passage are the various theories of motivation discussed, including content theories like Maslow's Hierarchy of Needs and Alderfer's ERG theory, as well as process theories like Expectancy Theory, Equity Theory, and Self-Determination Theory.

    The three elements of motivation according to the text are: direction, intensity, and persistence.

    The two types of factors in Herzberg's Two-Factor Theory are hygiene factors (extrinsic factors related to dissatisfaction) and motivators (intrinsic factors related to satisfaction).

    Chapter 7: Motivation Concepts

    Definition: The processes that account for an individuals intensity,


    direction, and persistence of effort toward attaining a goal

    specifically, an organizational goal


    Three elements of motivation
    o Direction effort that is channeled toward, and consistent with,
    organizational goals
    o Intensity how hard a person tries
    o Persistence how long a person can maintain effort

    Early Theories of Motivation Content theories

    Maslows Hierarchy of Needs Theory: Physiological Safety


    Social Esteem Self-Actualization
    Alderfers ERG (remodeling of Maslows)
    o Existence: physiological and safety
    o Relatedness: social and status
    o Growth: esteem and self-actualization
    McGregors Theory X and Theory Y
    o X believes that employees have little ambition, dislike work
    o

    and avoid responsibility


    Y believes that employees are self-directed, enjoy work and

    accept responsibility
    Herzbergs Two-Factor Theory
    o Hygiene Factors (extrinsic, related to dissatisfaction): company
    policies, salary, work conditions
    o Motivators (intrinsic, related to satisfaction): growth,
    responsibility, achievement
    o Limitations:
    Participants had self-serving bias
    Bias or errors of observation
    No overall measure of satisfaction was used
    Assumption: a strong relationship between satisfaction and

    productivity
    McClellands Theory of Three Needs
    o Need for Achievement (nAch): The drive to excel, to achieve
    in relation to a set of standards, to strive to succeed
    o Need for Power (nPow): The need to make others behave in a
    way that they would not have behaved otherwise
    o Need for Affiliation (nAff): The desire for friendly and close
    interpersonal relationships
    o Good research support but not practical

    Contemporary Theories of Motivation more on process

    Self-determination Theory
    o People prefer to feel they have control over their actions
    o Acknowledges that extrinsic rewards can improve even intrinsic
    motivation under specific circumstances
    Cognitive Evaluation
    o Providing an extrinsic reward for behavior that had been
    previously only intrinsically rewarding tends to decrease the
    overall level of motivation
    o Implications:
    Intrinsic and extrinsic rewards are not independent
    Extrinsic rewards decrease intrinsic rewards
    Pay should be non-contingent on performance
    Verbal rewards increase intrinsic motivation; tangible
    rewards reduce
    o Self-concordance: When the personal reasons for pursuing
    goals are consistent with personal interests and core values

    (intrinsic motivation), people are happier and more successful


    Lockes Goal-Setting Theory
    o Specific and difficult goals, with self-generated feedback, lead to
    higher performance (challenging yet attainable)
    o Dependent on few factors:
    Goal commitment (the more public the better!)
    Task characteristics (simple, well-learned)
    Culture (best match is in North America)
    o Management by Objectives
    Goals: Tangible, Verifiable, Measurable
    4 Common Ingredients of MBO Programs
    Goal specificity
    Participative decision making
    Explicit time period
    Performance feedback
    Reinforcement Theory
    o Behavior is environmentally caused
    o Thought (internal cogitative event) is not important - Feelings,
    attitudes, and expectations are ignored
    o Positive reinforcement: positive response when an individual
    shows positive and required behavior
    o Negative reinforcement: removing negative / undesirable
    consequences.
    o Punishment: applying undesirable consequence for showing
    undesirable behavior

    o Extinction: lowering the probability of undesired behavior by

    removing reward for that kind of behavior


    Banduras Self-Efficacy Theory
    o An individuals belief that he or she is capable of performing a
    task.
    o Higher efficacy is related to: Greater confidence, greater
    persistence in the face of difficulties, better response to negative
    feedback (work harder)
    o Increasing Self-Efficacy
    Enactive Mastery practice makes perfect
    Vicarious Modeling increase confidence by watching

    (similar)
    Verbal Persuasion self fulfilling prophecies
    Arousal emotionally aroused/hyped
    Expectancy Theory (VIE)
    o Expectancy: Effort-performance relationship
    o Instrumentality: individual performance-organizational rewards
    relationship
    o Valuation: Organizational rewards-personal goals relationship
    Equity Theory - ratios
    o Employees compare their ratios of outcomes-to-inputs of relevant
    others
    o Underrewarded states cause anger; Overrewarded states
    cause guilt
    o Tension motivates people to act to bring their situation into
    equity
    o Relevant Others
    Self-Inside - persons experience in a different job in the

    same organization
    Self-Outside - persons experience in a different job in a

    different organization
    Other-Inside - another individual or group within the

    organization
    Other-Outside - another individual or group outside of the

    organization
    Organizational Justice
    o Distributive Justice: Fairness of outcome
    o Procedural Justice: Fairness of outcome process
    o Interactional Justice: Being treated with dignity and respect

    Job Engagement

    Defined as the investment of an employees physical, cognitive, and

    emotional energies into job performance.


    Degree to which an employee believes it is meaningful to engage in

    work
    Match between the individuals values and the organizations
    Leadership behaviors that inspire workers to a greater sense of mission
    Construct is partially redundant with job attitudes but may also predict
    work outcomes better than job attitudes.

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