Please enable JavaScript.

Coggle requires JavaScript to display documents.

CHAPTER 7 : MOTIVATION, Need for Achievement, Need for Power, Need for…

- - - - need is some internal state that makes certain outcomes appear attractive.
        
        unsatisfied need creates tension; this tension drives a person to satisfy the need.
        
        A motivated employee works intensely and persistently.
        
        However, effort and persistence will not pay off unless they are channeled in a direction that benefits the organization.
  - - - Individual emotional and cognitive motivation, particularly a focused, intense, persistent and purposive effort toward work-related goals
        
        Employees emotional involvement in, commitment to and satisfaction with work
        Describe also as self-efficacy which means the belief that your have the ability, role clarity and resources to get the job done.
  - - - Describe the specific human needs or factors within a person that energize, direct, and stop behavior.
    - - Explain how thought or cognitive processes of individuals influence behavior.
    - - Focus on how learning and consequences mold behavior
  - - - hierarchy of five human needs
        
        deficiency - must be satisfied if the individual is to be healthy and secure.
        
        growth - related to the development and achievement of one’s potential.
        
        Lower-order needs must be satisfied before higher-order needs can be addressed (i.e. arranged in ascending order)
        
        Progression principle: higher need may not be reached before one satisfies the lower needs.
        
        Only the deprived needs or the unfulfilled needs are the motivator behavior
  - - - Motivator factors
        
        Related to job content or what people actually do in their work.
      - Hygiene factors
        
        Associated with the job context in which the job is performed.
        
        Implication (1)
        
        Improvement made in the hygiene factors can prevent or eliminate job dissatisfaction. However, they will not improve job satisfaction
        
        Implication (2) - Improvement made in the satisfier/motivator factors can increase job satisfaction. However, they will not prevent job dissatisfaction
- - - - Effort will lead to performance
      - Rewards are attached to performance.
      - Outcomes, or rewards, are valuable to the individual.
    - - The belief that a particular level of effort will be followed by a particular level of performance.
    - - The probability assigned by the individual that a specific level of achieved task performance will lead to various work outcomes.
    - - The value or importance that the individual attaches to various work outcomes (rewards).