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MOTIVATING EMPLOYEES - Coggle Diagram

- - - - physiological needs
        a person’s needs for food, drink, shelter, sexual satisfaction, and other physical needs
      - safety needs
        a person’s needs for security and protection from physical and emotional harm
      - social needs
        a person’s needs for affection, belongingness, acceptance, and friendship
      - esteem needs
        a person’s needs for internal factors such as self-respect, autonomy, and achievement, and external factors such as status, recognition, and attention
      - self-actualization needs
        a person’s need to become what he or she is capable of becoming
  - - - need for power (nPow)
        the need to make others behave in a way that they would not have behaved otherwise
      - need for affiliation (nAff)
        the desire for friendly and close interpersonal relationships
      - need for achievement (nAch)
        the drive to succeed and excel in relation to a set of standards
- - - - working toward a goal is a major source of job motivation
      - motivation is maximized by difficult goals
      - participation is probably pref- erable to assigning goals when employees might resist accepting difficult challenges
      - people will do better if they get feedback on how well they’re progressing toward their goals
      - Three other contingencies
        
        goal commitment
        goal-setting theory assumes an individual is committed to the goal
        
        adequate self-efficacy
        self-efficacy refers to an individual’s belief that he or she is capable of per- forming a task
        
        national culture
        the value of goal-setting theory depends on the national culture.
    - - Using reinforcement theory, managers can influence employees’ behavior by us- ing positive reinforcers for actions that help the organization achieve its goals.
      - Reinforcement theory ignores factors such as goals, expectations, and needs. Instead, it focuses solely on what happens to a person when he or she does something.
    - - job enlargement
        the horizontal expansion of a job by increasing job scope
        
        job scope
        the number of different tasks required in a job and the frequency with which those tasks are repeated
      - Job enrichment
        the vertical expansion of a job by adding planning and evaluating responsibilities.Job enrichment increases job depth
        
        job depth
        the degree of control employees have over their work
      - job characteristic model
        a framework for analyzing and designing jobs that identifies five primary core job dimensions, their interrelationships, and their impact on outcomes
        
        Task significance
        
        Autonomy
        
        Task identity
        
        Feedback
        
        Skill variety
    - - relational perspective of work design
        an approach to job design that focuses on how people’s tasks and jobs are increasingly based on social relationships
      - proactive perspective of work design
        an approach to job design in which employees take the initiative to change how their work is performed
      - high-involvement work practices
        Work practices designed to elicit greater input or involvement from workers
    - - distributive justice
        perceived fairness of the amount and allocation of rewards among individuals
      - procedural justice
        perceived fairness of the process used to determine the distribution of rewards
    - - Instrumentality or performance–reward linkage
        
        Valence or attractiveness of reward
        
        Expectancy or effort–performance linkage
    - - the level of individual performance is determined not only by the level of individual effort but also by the individual’s ability to perform and by whether the organization has a fair and objective perfor- mance evaluation system.