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Motivation and Job Satisfaction - Coggle Diagram
Motivation and Job Satisfaction
what is motivation
Motivation is a force within the individual that account for direction, level and persistence of effort expended at work
Level
the amount of effort a person puts effort
persistence
the length of time a person stays with a give action
Direction
choices of individual when present with a number of possible alternative
Categories of motivation theory
content theories
major content theories
ERG theory
acquired need theory
hierarchy of need theories
Tow factor theory
each theory offers a slightly different view
content theoriies
Motivation results from the individual's attempts to satisfy needs.
definition
focus on profiling the need that people seek to fulfill
process theories
Focus on people thought or cognitive processes
reinforcement theories
emphasize controling behavior by manipulating it's consequences
Major content theories
ERG theory
existence needs
desire for the physiological and meterial well-being
Growth need
desire for continued personal growh and development
relatedness needs
desire for satisfying interpersonal of relationship
acquired need theory
need for achievement
something better or more efficiently to solve problem or to master complex tasks
need for power
to control others that influence their behavior or to be responsibe for others
need for affiliation
establish and maintain friendly and warm relations with others
hierarchy of need theory
Lower order need
physiologcall
human needs( water, food, etc)
safety
need protection
Social
love and affection
higher order level
self actualization
problem solving skills and creativity
esteem
respect and admire
two factor theory
Hygiene factor in jod context affect job dissatisfaction
organizational policies
security
quality supervision
motivation factors in job content affect job satisfaction
achievement
growth
responsibility
McGregor's Theory X and Theory Y
Theory X
lack interest, avoid responsible and little dislike their work
Theory Y
be responsible, interesting and like their job
Assumption
motivation is maximized in interesting jobs and more
Process theories
definition
Mostly, Focus on on the though processes
distributive theory
perceived fairness of the amount and allocation of reward among individual
equity theory
definition
people gauge the fairness of their work outcomes in relation to others
felt negative inequity
individual feels relativey less than others in proportion to work inputs
felt positive inequity
individual feels relatively more than others in proportion to work inputs
procedural justice
fairness of the process use to determine the distribution of reward.
equity restoration behaviors
change work inputs
change the comparison person
leave the situation
coping methods for deadling with equity comparisons
recognize that equity comparison are inevitable in the workplace
expectancy theory
individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome to the individual
effort
employee ability
reward
understanding employee need
expectancy relationships
expectancy (effort performance linkage)
the perceived probability that an individuals effort will result in a certain level of performance
instrumentality
the perception that a particular level of performance will result in the attainiga desire outcome
velence
the attractiveness of the performnce reward to the individual
type of reward
extrinsic rewards
positively valued work outcome given to the individual by some other person
intrisic reards
positively values work outcomes that the individual receives directly as a ressult of task performance
job satisfaction
the degree to which individual feel positively feel positively or negatively about their jobs
five facets of job satisfaction
the work itself
quality of supervision
promotion opportunities
relationship with co worker
pay
Argument: performance causes performance
managerial implication = help people achieve high performance
job satisfactionalone is not a consistent predictor of work performance
reward link performance with later satisfaction