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Motivation (Motivators (Beyond Productivity (New Goals, Knowledge workers,…
Motivation
Motivators
Intrinsic
Internal desire
How to Increase
Competence
Knowledgable
Challenging
Positive feedback
Meaningfulness
Exciting Vision
Cleardly ID passions
Noncynical climate
Choice
Delegated authority
Trust workers
Clear Purpose
Progress
Celebrations
Measure of Improvement
Milestones
Extrinsic
Outside desire
Money
Varable-Pay Programs
Organizational Based
Group Based
Individual Based
Employee Recognition
Performance Feedback
Beyond Productivity
New Goals
Knowledge workers
Leadership
Competency/Skills
Commission
Theories
Needs
Types of needs that must be met in order to motivate
Process
Actual ways in which we can be motivated
McClelland's Theory of needs
Herzberg Motivation-Hygiene Theory
Alderfer's ERG Theory
Maslow's Hierarchy of Needs
Expectancy
Improving Instrumentality
Increase individual belief that performance leads to reward
Improving Valence
Ensuring the reward is meaningful to individual
Improving Expectancy
Improve ability of individual to perform
Self-Efficancy
Also known as social learning/social cognitive
Individuals belief that they are capable of performing a task
The higher your belief the more confident you will be
Reward System Theories
Fair Process & Treatment
Distributive Justice
Perceived fairness of outcome
Procedural Justice
Perceived fairness of process used to determine outcome
Interactional Justice
Perceived degree to which one is treated with respect & dignity
Organizational Justice
Overall perception of what is fair in the workplace
Self-Determination
People prefer to feel like they have control over their actions
Intrinsic Motivators
Extrinsic Motivators
Equity
Recongnizes that individual are concerned with rewards & relationships
Cares about what they get vs what others get
Cognitive Evaluation
The degree on what people decide the reason is for pursuing their goals
Individuals who purse work goals for instrinsic reasons are overall more satisfied & perform better
Process
Goal-Setting
That specific/difficult goals lead to higher performance
Specific hard goals produce higher level of output
Tell employee what needs to be done/how much effort
Expectancy
Individuals act depending on:
Good performance will be follow by outcome
Outcome attractive to them
If the effort leads to good performance
Relationships
Effort-Performance
Performance-Reward
Rewards-Personal Goals
Goal Setting
SMART
Result Oriented/Relaistic
Attainable/Achieveable
Measurable
Time Bound/Timely
Specific
How does it Motivate?
Increases persistence
Encourage the development of strategies
Regulates effor
Directs attention
Personality
X
Dislikes work
Needs to be controled
Avoids work
Y
Self-control
Likes work
Creative
What is it?
The effect a person shows in reaching a goal
Direction
Where effort is channelled
Persistence
How long its maintained
Intensity
How hard they try