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Chapter 5 - Motivation - Coggle Diagram

- - - - FOUR-DRIVE theory
        
        Acquire & Achieve - Driven to acquire things, status and resources.
        
        Basis of hierachy and status
        
        Need to take/keep objects and experiences.
        
        Create & Challenge - Driven to attain mastery, learn, improve and create.
        
        Need to satisfy curiosity and resolve conflicting information.
        
        Basis of self-actualization
        
        Defend & Define - Driven to defend status. ideas, relationship and define purpose.
        
        Need to protect ourselves
        
        Basis of fight and flight
        
        Reactive (not proactive) drive
        
        Bond & Belong - Driven to create positive bonds, engage, and "fit in"
        
        Need to from relationship and social commitments
        
        Basis of social identity
      - HOW THE DRIVES WORK
        
        Defend
        
        Performances
        
        Increase the transparency of all processes
        
        Build trust by being just and transparent in granting rewards, assignments, and other forms of recognition
        
        Emphasize their fairness
        
        Acquire
        
        DRIVE
        
        Reward system
        
        PRIMARY LEVER
        
        Sharply different goo performances from average and poor performances
        
        ACTION
        
        Pay as well as your competitions
        
        Tie rewards clearly to perfotmances
        
        Comphehand
        
        Job Design
        
        Design jobs that have distinct and important roles in the organization
        
        Design jobs that are meaningful and foster a sense of contribution to the organization
        
        Bond
        
        Cultures
        
        Encourage sharing of best practices
        
        Value collaboration and teamwork
        
        Foster mutual reliance and friendship among coworkers
      - FEATURES OF 4 DRIVE THEORY
        
        Independent of each other - (no hierarchy of drives)
        
        Complete set - no drivers are excluded from the model.
        
        Innate & hardwired - everyone has them
      - PRACTICAL IMPLICATION OF DRIVES THEORIES
        
        employees continually seek fulfillment of drives.
        
        avoid having too much or too little opportunity (too little: long-term problems & to much= resistance to change)
        
        Provide a balanced opportunity for employees to fulfill all 4 drives (at the same times)
  - - - Power - Personal Prestige
      - Affiliation - Interpersonal relationship, communicate frequently
      - Achievement - Performing better then other
- - - - STRENGHT
        
        Its predicts employee motivation in different cultures
        
        One of the better theories for predicting work effort and motivation
      - LIMITATION
        
        It ignores the central role of emotion in employee effort and behavior. (only peripheral)
    - - Train employee
      - Select people with required competencies
      - Provide role clarification
      - Provide sufficient resources
      - Provide coaching and feedback
      - Match personality with job
    - - Introduce more valued rewards
      - Measure performance accurately
      - Explain hoe rewards are linked to past performances
      - Describe outcomes of good and poor performances
    - - Ensure that rewards are valued
      - Individualized rewards (give choices)
      - Minimize countervalent outcomes/factors that may lead to declined in efforts
  - - - Equity theory
        
        We apply equity principle when we believe that
        
        c. People should be paid in proportion to their contribution.
        
        a. Everyone in the group should receive the same outcomes.
        
        b. Those with greatest need should received more outcomes than others with less need.
        
        ELEMENTS OF EQUITY THEORY
        
        Comparison other
        
        Person/people against whom we compare our ratio.
        
        Equity evaluation
        
        Compare outcome/input ratio with the comparison other.
        
        outcome/input ratio
        
        Input - What employee contributes. (e.g.: Skill)
        
        Outcomes - What employee receives. (e.g.: Pay)