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Cognition and Behavior - Coggle Diagram
Cognition and Behavior
Motivation in organizations
:star: Motivation : The set of processes that arouse, direct, and maintain human behavior toward attaining some goal :star: Defined as the desire to achieve a goal or a certain performance level, leading to goal-oriented behavior.
:star:Intrinsic Motivation : behavior performed for its own sake
Motivation comes from performing the work
:star: Extrinsic Motivation : behavior performed to acquire rewards
Theories
Need-Based Theories
Maslow’s Hierarchy of Needs (Early theories)
Alderfer’s ERG Theory
Herzberg’s Two-Factor Theory
McClelland’s Acquired Needs Theory
Maslow’s Hierarchy of Needs (Early theories)
Needs were categorized as five levels of lower- to- higher- order needs
Alderfer’s ERG Theory
:star: Existence needs : desires for physiological & material well being
:star: Relatedness needs : desires for satisfying interpersonal relationship
:star: Growth needs: desires for continued personal growth and development. Needs will no longer motivate
Herzberg’s Two-Factor Theory
Job satisfaction and job dissatisfaction are created by different factors
:star: Hygiene factor: extrinsic (environmental) factors that create job dissatisfaction e.g - working conditions, salary, supervision and relationships
:star: Motivators: intrinsic (psychological) factors that create job satisfaction e.g- achievement, recognition
McClelland’s Acquired Needs Theory
There are three major acquired needs that are major motives in work.
:star: Need for achievement (nAch)
The drive to excel and succeed/ to do something better/ efficiency, to solve problem or to master complex tasks.
:star: Need for power (nPow)
The need to influence the behavior of others
:star: Need of affiliation (nAff)
The desire for interpersonal relationships/ establish & maintain friendly and warm relations with others
Process Theories
Equity Theory
Expectancy Theory
Reinforcement Theory
:check: Equity Theory: Proposes that employees perceive what they get from a job situation (outcome) in relation to what they put in (inputs) and then compare their inputs-outcomes ratio with the inputs-outcomes ratios of relevant others.
:star: Distributive justice
:star: Procedural justice
:star: Interactional justice
:check: Vroom Expectancy Theory
:star: Effort : employee abilities and training/development
:star: Performance : valid appraisal systems
:star: Rewards (goals) : understanding employee needs.
:check: Reinforcement Theory :star: Expectancy (effort-performance linkage)
:star: Instrumentality
:star: Valence
:check: Mc Gregor Theory of X & Y
:star: Theory X
Assumes that workers have little ambition, dislike work, avoid responsibility, and require close supervision
:star: Theory Y
Assumes that workers can exercise self-direction, desire responsibility and like to work
Goal Setting Theory
Proposes that setting goals that are accepted, specific, and challenging yet achievable will result in higher performance than having no or easy goals