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CHAPTER 5: MOTIVATION IN THE WORKPLACE - Coggle Diagram
CHAPTER 5: MOTIVATION IN THE WORKPLACE
Definition of motivation:
Internal states or condition that activates behavior and gives its direction
Desire or want that energizes and directs goal-oriented behavior
Influence of needs and desires on the intensity and direction of behavio
r
Needs based theories
MASLOW’S NEEDS HIERARCHY THEORY
:
This hierarchy starts with the survival issues (basic needs), then the security matters, and move into a more complex human needs
Physiological – oxygen, water, food
Safety – in times of emergency, or period of disorganization in the social structure
Affection and belongingness – love, affection and sense of belonging
Esteem – self-respect, and respect from others, self confident, satisfies and valuable
Self-actualization – a person’s need to be and do
ERG (EXISTENCE, RELATEDNESS & GROWTH BY ALDERFER)
:
Growth – desires for continued personal growth and development
Relatedness – interpersonal relationships
Existence – physiological and material well-being
LEARNED NEEDS THEORY (MC CLELLAND)
Need for achievement (nAch)
Desire for challenging and somewhat risky goals, feedback, recognition
Need for affiliation (nAff)
Desire to seek approval, conform, and avoid conflict, friendly and warm relationship
Try to project a favorable self-image
Need for power (nPow)
Desire to control one’s environment, to influence their behavior and to be responsible for others, attention, recognition
Personalized versus socialized power
INNATE HUMAN DRIVES (HARVARD BUSINESS SCHOOL)
FOUR-DRIVE theory
A motivation theory based on the innate drives to acquire, bond, learn, and defend that incorporates both emotions and rationality
Bond & Belong
Create & Challenge
Acquire & Achieve
Defend & Define
Reactive
Drive to Defend
Proactive
Drive to Bond
Drive to Acquire
Drive to Learn
CHALLENGES OF MOTIVATING EMPLOYEES
Revised employment relationship
Flatter organizations
Changing workforce
Process theories
Expectancy Theory
P-to-O
Expectancy
Outcomes & Valences
E-to-P
Expectancy
Equity Theory
Outcome/input ratio
inputs -- what employee contributes (e.g., skill)
outcomes -- what employee receives (e.g., pay)
Comparison other
person/people against whom we compare our ratio
not easily identifiable
Equity evaluation
compare outcome/input ratio with the comparison othe