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MOTIVATION, References, GROUP MEMBERS - Coggle Diagram

- - - - A needs hierarchy theory consists of 3 instinctive needs which are existence, relatedness and growth.
        
        Relatedness- interpersonal relationships
        
        Growth- enthusiasm for continued personal growth and development.
        
        Existence*- in physiological and material well being.
  - - - Need for power
        
        Wants to control and influence others.
        
        Likes to win arguments.
        
        Enjoys competition and winning.
        
        Enjoys status and recognition.
      - Need for achievement
        
        Has a strong need to set and accomplish challenging goals.
        
        Takes calculated risks to accomplish their goals.
        
        Likes to receive regular feedback on their progress and achievements
        
        Often likes to work alone.
      - Need for affiliation
        
        Wants to belong to the group.
        
        Wants to be liked and will often go along with whatever the rest of the group wants to do.
        
        Favours collaboration over competition.
        
        Does not like high risk or uncertainty.
  - - - The Four Drive Theory
        
        Bonding: The drive to engage in positive personal relationships that create feelings of belonging, camaraderie and unity.
        
        Learning: The drive to make sense out of the world, to find meaning, to satisfy our natural curiosity, to solve problems and to overcome challenges.
        
        Acquiring: The drive to acquire material goods, power, and social status.
        
        Defending: The drives to respond to a threat to ourselves (physical or psychological, our status, our organization or our ideas.
      - Features of Four Drive
        
        Independent of each other (no hierarchy of drives)
        
        Complete set - no drives are excluded from the model
        
        Innate and hardwired - everyone has them
  - - - Shelter
      - Health
      - Food
      - Oxygen
    - - Financial Security
      - Security against accident/illness
      - Emotional Security
      - Personal Security
    - - Large social groups
        
        Co-workers
        
        Clubs
        
        Religious groups
      - Small social groups
        
        Family members
        
        Colleagues
        
        Intimate partner
    - - Lower Self Esteem - Needs for status, recognition, fame, prestige
      - Higher Self Esteem - Needs for self respect, strength, competence mastery, self confidence, independence, individual freedom
- - - - Need to increase performance to achieve desired outcome
      - Career and performance management, rewards and benefit
        
        Measure performance accurately
        
        Introduce more reward values
        
        Introduce more valued rewards
        
        Describe outcomes of good and poor performance
      - belief that one will receive a reward when they achieve performance expectation
    - - All the effort will be ensured valued reward
      - The reward can be made and given by individual choice
      - The feeling of someone whether it is satisfaction or dissatisfaction towards the outcome can be known as valence
      - It helps in minimizing the unbalanced outcome or factor that can declined to effort
    - - Need to have enough ability, experiences and necessary tools to perform well
      - Training and development, job analysis, selection (can do attitude)
        
        Match personality with job
        
        Provide role clarification
        
        Provide sufficient resources
      - belief that one's effort will result in attainment of desired performance goals
  - - - Outcome/input ratio (J.S. Adams, “Toward an Understanding of Inequity)
        
        The value of the outcomes received divided by input such as skill, effort, reputation, experience and so on.
        
        Outcomes is what the employee receives from the organization such as salary, recognition and so on.
      - Comparison others (C.T. Kulik and M.L. Ambrose, “Personal and Situational Determinants of Referent Choice,”)
        
        people against whom we compare
      - Evaluating Equity theory (C.T. Kulik and M.L. Ambrose, “Personal and Situational Determinants of Referent Choice,”)
        
        predicting various situations involving feelings of workplace injustice
    - - Actions to correct inequity
        
        1) Reduce out inputs eg: less organizational citizenship
        
        2) Increase other's support eg: Employees need to work harder
        
        4) Change our perceptions eg: Always think that other's perks aren't so valuable.
        
        5) Leave the field eg: Quit the current job
    - - Distributive justice is the way people evaluate fairness of the distribution of resources.
      - Procedural justice is a fairness of the conditions determining that distribution and its possible alteration.
        
        Social Rules
        
        Respect - Respect on other people opinion, and will not creating rumors among organisation.
        
        Accountability - If some dispute has not been settled, they will make sure it is settle even though they have to call up until upper level authorities.
        
        Structural Rules
        
        Bias-free - Decision maker is perceived unbiased, only relies on complete and accurate information given by the employees and apply on the existing policies only.
        
        Knowledgeable - They only use the information given, they would not exaggerate anything. Also, they will act within the policies only.
        
        Consistent - For all the dispute that happening in the organisation, they would relate on existence policies only and being unbiased.
        
        Listen to all - Listened to all sides of the dispute and not being biased towards one of them.
        
        Voice - Encourage employees to voice out their opinion and perception in the organisation so that they will feel so much better because they do not hold grudges.
        
        Appealable - If the dispute cannot be settled within organisation, then the company has an appeal process in which the decision is reviewed by a higher level of management.
    - - Definition: The Equity Sensitivity Construct proposes that individuals have different preferences for equity and thus react in different ways to perceived equity and inequity
      - Benevolent individuals those who prefer their own input/outcome ratios to be less than those of their relational partner. In other words, the benevolent prefers to be under-benefited
      - Equity Sensitives those who prefer their own input/outcome ratios to be equal to those of their relational partner.
      - Entitled individuals those who prefer their own input/outcome ratios to exceed those of their relational partner.