CHAPTER 5 MOTIVATION IN THE WORKPLACE - Coggle Diagram
CHAPTER 5 MOTIVATION IN THE WORKPLACE
Employee Motivation and Engagement at Rackspace
The internal factors that influence the direction, intensity, and persistence of voluntary conduct.
Placing a certain level of effort (
) over a specific period of time (
) toward a specific objective (
Drives and Needs
Primary needs Fundamental needs Innate Motives
Natural condition that motivates people to overcome weaknesses or establish internal stability
Emotions - Primary drivers of conduct.
Drives Fluctuate in strength
Goal - Directed forces that people experience
Drive - Generated emotions directed towards goals
Goals Formed by
Needs are stronger than drives
5 Theories of Motivation
1) Maslow's Needs Hierarchy Theory
i) Self Actualization (Desire to become the most that one can be)
Sense of connection
Contribution to Motivation Theory
2) Three Learned Needs Theory
Need For achievement (Nach)
Need got Affiliation (NAff)
Need For Power
3) Four-Drive Theory
Drive to Acquire
Drive to Acquire Stuff, Status, rewards and resources
Drive to Bond
Drive to engage, cooperate, fit-in to the community
Drive to Learn
Drive to create better self, team , organization and world.
Drive to Defend
Drive o defend 'what's ours' status, stuff, ideas, relationship etc.
4 Drives Theory Features
Innate and Hardwired
Independent of each other
Determine which emotions are automatically associated with new data.
Drives provide a variety of feelings that demand for our attention.
The mental skill set depends on societal norms, personal beliefs, and experience to translate drive-based emotions into goal-directed decision and effort.
4) Expectancy Theory of Motivation
Increasing E-to-P expectancies :
Assuring employees they have competencies
Provide role clarification and sufficient resources
Increasing P-to-O Expectancies
More rewards for good performance
Measure performance accurately
Explain how rewards are linked to performance
Outcome and Valences
Minimize countervalent outcomes
Ensure that rewards are value
5) Equity Theory
Input - what employee contribute ( e.g skill)
Outcomes - What employee receives.( e.g pay)
Person/people against whom we compare our ratio
Not easily identifiable
Compare outcome/input ratio with the comparison other
Outcome/input preferences and reaction to various outcome/input ratios
Benevolents - tolerant of being underrewarded
Equity Sensitives - want ratio to be equal to the comparison other
Entitleds - Prefer proportionately more than others
Evaluating Equity Theory
Great at forecasting scenarios with unequal pay/reward distribution
Implementation is difficult.
Does not distinguish compare other
Does not identify important inputs or consequences
Equity theory explains just a part of the sense of fairness.
Both procedural and distributive fairness are fundamental.
Perceived fairness of outcome
Perceived fairness of the procedures used to decide the distribution of resources
Higher procedural fairnes with :
Unbiased decision maker
Decision based on all information
Existing policies consistently
Decision maker listened to all sides
Those who complain are treated respectfully
Those who complain are given full explanation