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2.4 - Coggle Diagram

- - - - By contrast, feeling a sense of pride from one’s achievements is an intrinsic form of reward, a reward that you sense for yourself, rather than it being provided by someone else
    - - This is a reward that comes from feeling like you are part of a group or a team.
    - - rewards which you receive that are provided by somebody else.
  - - - money was the main source of motivation
      - financial rewards are effective motivators to a certain extent,
    - - another theoretical approach suggests that people’s motivation can be enhanced by the planned and combined use of rewards and punishments – this is the ‘carrot and stick’ approach
      - There have been many criticisms of behavioural theories of motivation, principally the fact that they are based on a very simple model of human beings who respond mechanically to stimuli based on rewards and/or punishments.
    - - Content theories of motivation assert that different types of motivators (extrinsic, intrinsic, social) will generate different levels of motivation in different people
      - Maslow’s hierarchy of needs
        
        self-actualisation
        
        Achievement of own potential and creativity
        
        esteem needs
        
        Status and recognition and self-respect
        
        social needs
        
        Belonging to a group and interacting with others
        
        safety needs
        
        Need for safety, health and security
        
        physiological needs (physical)
        
        Essential for survival
      - Herzberg’s motivators and hygiene theory
        
        motivating factors are factors such as achievement, recognition, or the nature of the work itself that can increase the satisfaction of the employee.
        
        hygiene factors do not increase satisfaction once they are met, but instead are potentially the cause of dissatisfaction if they are not adequately provided for
    - - Equity theory
        
        where an individual establishes a comparison with the way other members of staff are rewarded
        
        Based on individuals perception of what is fair and just
        
        It also focuses on staff input and output
        
        Adams’s argument (1963) is that we are likely to be less motivated when we consider we are rewarded in a manner that lacks fairness or equity.
      - Expectancy theory
        
        where an individual assesses various actions to see how these might enable them to achieve their chosen goals.
        
        King and Lawley (2016, p.318) define expectancy theory as: “a process theory of motivation which suggests that people will be motivated into actions and behaviours that they can link with them achieving goals and rewards that they desire.”
        
        Elements to motivate individuals towards or away from a certain behaviors
        
        Expectancy (E)
        
        is the belief that a specific effort or action can lead to a particular outcome (e.g. good performance).
        
        Instrumentality (I)
        
        is the belief that good performance will lead to the person’s valued reward (e.g. a promotion).
        
        Valence (V)
        
        is the value people attach to a particular reward.
        
        M = V x I x E
    - - Transactional analysis theory describes the state of the mind that a person is in when they give or receive a message
      - five patterns of behaviour that people use when communicating
        
        the critical parent state: when a person is overbearing, and tells people what to do
        
        the nurturing parent state: when a person expresses concern for other people’s feelings, and tells people what to do in the guise of offering advice
        
        the free child state: when a person expresses their emotions without constraint
        
        the adaptive child state: when a person lacks confidence and is eager to please
        
        the adult ego state: when a person acts maturely, and assesses a situation calmly and rationally.
    - - The bureaucratic orientation to workis characterised by a stronger loyalty to the organisation
      - The solidaristic orientation to work. Here meaning is derived from the belonging to a particular group and there is a strong sense of solidarity between the workers
      - The instrumental orientation to work, whereby workers do not derive an intrinsic or social satisfaction from their employment.