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CHAPTER 5 : MOTIVATION IN WORKPLACE image, image, image, pasted image 0,…

- - - - • Desire for challenging and somewhat risky goals, feedback, recognition
    - - • Desire to seek approval, conform, and avoid conflict, friendly and warm relationship
      - • Try to project a favorable self-image
    - - • Desire to control one’s environment, to influence their behavior and to be responsible for others, attention, recognition
      - • Personalized versus socialized power
  - - - Acquire
        
        Need to take or keep object and experience. Basic of hierarchy and status.
      - Bond
        
        Need to form relationship and social commitment. Basic for social identity.
      - Learn
        
        Need to satisfy curiosity and resolve conflicts information. Basic of self-actualization
      - Defend
        
        Need to protect ourselves
        
        Reactive drive
- - - - 1 of the better theories for predicting work effort and motivation
        
        Predict employee motivation in different culture
    - - Ignore central role of emotion in employee effort and behavior
  - - - The perceived fairness in outcome we receive relative to out contributions and the outcomes and contributions of others.
    - - The fairness of the procedure used to decide the distribution of resources.
    - - Everyone in the group should receive the same outcomes
        
        Those with greatest need should receive more outcomes than others with less need
        
        People should be paid in proportion to their contribution
  - - - Inputs - what employee contributes (e.g., skill)
        
        outcomes - what employee receives (e.g., pay)
    - - person/people against whom we compare our ratio
        
        not easily identifiable
    - - compare outcome/input ratio with the comparison other