Professional Documents
Culture Documents
COMPONENTS OF MOTIVATION
Motivation is the set of forces that initiates, directs, and makes people persist in their efforts to accomplish a goal Initiation of effort is concerned with the choices that people make about how much effort to put forth in their jobs Direction of effort is concerned with the choices that people make in deciding where to put forth effort in their jobs Persistence of effort is concerned with the choices that people make about how long they will put forth effort in their jobs before reducing or eliminating those efforts
BASICS OF MOTIVATION
Need Satisfaction Effort and Performance
Job performance how well someone performs the job Motivation effort put forth on the job Ability capability to do the job Situational Constraints external factors affecting performance
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NEED SATISFACTION
Needs: physical or psychological requirements must be met to ensure survival and well being Unmet needs motivate people Three approaches (Need Theories) Maslow Alderfer McClelland
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belongingness (friendship, love, social interaction), esteem (achievement and recognition), and self-actualization (realizing your full potential) needs
Alderfer's ERG theory collapses Maslow's five needs into three: existence (safety and physiological needs), relatedness
(belongingness), and growth (esteem and self-actualization)
McClelland's Learned Needs Theory suggests that people are motivated by: the need for affiliation (to be liked and accepted), the need for
achievement (to accomplish challenging goals), or the need for power (to influence others)
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fun that comes from performing an interesting, challenging, and engaging task includes a sense of accomplishment or achievement, a feeling of responsibility, the chance to learn something new or interact with others
EQUITY THEORY
Outcomesother Inputsother
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INEQUITY
When a persons O/I ratio differs from their referents O/I ratio Underreward referents O/I ratio is greater than yours experience anger or frustration Overreward referents O/I ratio is less than yours experience guilt
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Reduce employees inputs Reduce inputs to bring the ratio up in order to restore
equity
Make sure decision-making processes are fair distributive justice: the degree to which outcomes and
rewards are fairly distributed or allocated procedural justice: the fairness of the process used to make reward allocation decisions, is just as important
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EXPECTANCY THEORY
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EXPECTANCY THEORY
Expectancy theory says that people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they are offered attractive rewards
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Instrumentality is the perceived relationship between performance and rewards When instrumentality is strong, employees believe that
improved performance will lead to better and more rewards, and they will choose to work harder
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REINFORCEMENT THEORY
Reinforcement theory says that behaviour is a function of its consequences that behaviours followed by positive consequences (i.e.,
reinforced) will occur more frequently, and that behaviours followed by negative consequences, or not followed by positive consequences, will occur less frequently
Reinforcement is the process of changing behaviour by changing the consequences that follow behaviour
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GOAL-SETTING THEORY
The employees direct their behaviour toward a goal A goal is a target, objective, or result that someone tries to accomplish Goal-setting theory says that people will be motivated to the extent to which they accept specific, challenging goals and receive feedback that indicates their progress toward goal achievement
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SUMMARY
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