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CHAPTER 5: Motivation in the Workplace - Coggle Diagram
CHAPTER 5:
Motivation in the Workplace
DEFINITION
The forces within a person that affect his or her
direction intensity and persistence of
voluntary behavior
CHALLENGE IN MOTIVATING EMPLOYEES
Changing workforce
Flatter organizations
Revised employment relationship
PROCESS THEORIES
Equity theory
Element of Equity Theory
Comparison other
Outcome/Input ratio
Equity evaluation
Expectancy theory
E to P ( Effort)
Training and development, job analysis,selection
train employees
provide role clarification
provide coaching and feedback
match personality with job
P to O (Performance)
Career and performance management, rewards and benefit
measure performance accurately
describe outcomes of good and poor performance
introduce more valued rewards
Outcomes & Valences
Valence is anticipating satisfaction or dissatisfaction an individual feels toward an outcome
ensure rewards are valued
individualize rewards
minimize countervalent outcomes
A process theories about work motivation and focus on how employees make choices between behaviour and efforts
NEEDS BASED THEORIES
MASLOW’S HIERARCHY OF NEEDS
As the person satisfies a lower level need, the next higher
need in the hierarchy becomes the primary motivator
ERG THEORY
Relatedness
interpersonal relationships
Existence
physiological and material well-being
Growth
desires for continued personal growth and development
INNATE HUMAN DRIVES
A motivation theory based on the innate drives to acquire, bond, learn, and defend that incorporates both emotions and rationality
LEARNED NEEDS THEORY
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 by 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
