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OB - CH4 - Theories of Motivation, lower-order needs, higher-order needs,…
OB - CH4 - Theories of Motivation
Elements
Intensity
direction
persistence
How to explain motivation
focused on the individual
personal trait theory (McGregor)
Theory Y: employees like work, seek responsibility, exercise self-direction, and will commit to objectives
Theory X: employees dislike work and need to be controlled with punishment to achieve goals
Maslow's hierarchy of needs
Physiological
Salary and rewards
Safety
Job security
Social
Culture
Esteem
Recognition
Self-Actualization
Results
Herzberg's motivation-hygene theory (two-factor theory)
hygene factors
quality of supervision
pay
company policies
physical working conditions
relationships with others
job secury
motivators
promotional opportunities
personal growth opportunities
recognition
responsibility
achievement
McClelland's theory of needs
Need for achievement (nAch) a drive to excel in relation to standards
Need for power (nPow): need to make others behave differently
Need for affiliation (nAff) desire for friendly and close interpersonal relations
breaking it down
Intrinsic motivators:
comes from inside the person
interest
challenge
personal satisfaction
Extrinsic motivators
comes from outside of the person
pay
bonuses
tangible rewards
focused on the group (broad picture)
Expectancy theory
Effort will lead to good performance
Expectancy
Effort - Performance link
Good performance will lead to org. rewards (intrinsical or extrinsical)
Instrumentality
Performance - rewards link
rewards will satisfy employees personal goals
Valence
Rewards - personal goals link
Goal-Setting Theory
theoretical explanation
Goals direct attention
Goals regulate effort
Increasing persistance
encouraging the development of strategies and action plans
implementation
stretch goals
aggressive performance targets
management by objectives
tangible, verifiable, and measurable
proven practices
specific goals are linked to better performance, but they can also lead to poor performance when executing complex tasks, their attention to the complex task can avoid them to look for alternativa and better solutions to a task
Difficult goals when accepted result in higher performance than do easy goals. But when they perceive the goal as impossible, they lead to poor performance.
Feedback leads to higher performance, self-generated feedback- employees being able to monitor their own progress, has proven to be a more powerful motivator than externally generated feedback
Goals are equally effective whether participatively set, assigned, or self-set, but acceptance of the goal can be easier if theres participation
Goal commitment affect whether goals are achieved or not
believes goal can be achieved
self set, rather than assigned
simple, rather than complex
based at least partially on individual ability
well learned, rather than novel
independent, rather than interdependent
interdependent goal? group goals are preferable
on the high end of achievable goals
wants to achieve it
goals are made in public (social pressure)
is determined not to lower it or abandon it
individual has internal locus of control (considers that control over one's life resides within the individual)
Goal pursuit diffences
promotion focus, strive for advancement and accomplishment in order to reach goals
related to higher levels of performance, innovation, etc
prevention focus, strive to self-regulate in order to reach goals
related to safety performance.
mixed focus, using both strategies
Self-Efficacy Theory or Social Cognitive Theory or Social Learning Theory
Theory
Individuals belief in their ability to perform a task influence their behaviour
the higher the self efficacy the more confidence you have in your ability to succeed in a task
the lower the self efficacy are more likely to lessen their effort or give up.
Practice, how to increase Self-Efficacy?
Enactive Mastery, gaining relevant experience such as training
Vicarious modelling, become more confident because you see someone like you achieving it
Verbal persuasion, gaining confidence because some convices you have the skills necessary to be successful
Pygmalion / Galatea effect
self fulfilling prophecy
Arousal, getting psyched up
lower-order needs
higher-order needs
instrinsical
extrinsical
from dissatisfaction to no dissatisfaction
from no satisfaction to satisfaction
extrinsically reqarding
intrinsically rewarding
motivators
hygenic
Belief
Term
Link
goals motivate by
goals should be SMART to be effective
the individual...
when goals are...