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Chapter 6: Motivation Theories and Applications - Coggle Diagram
Chapter 6: Motivation
Theories and Applications
7.1 Describe the three key elements of motivation.
Motivation
: The processes that account for an individual’s (1) intensity, (2) direction, and (3) persistence of effort toward attaining a goal.
Direction
: The extent to which worker's channel their persistent effort in a direction that benefits the organization
Intensity
: How hard a person tries
Persistence
: How long a person can maintain their effort even in the face of obstacles
Goals
: All motivated behavior has some goal or objective toward which it is directed
7.2 Compare the early theories of motivation.
Hierarchy of Needs Theory
: Abraham Maslow’s hierarchy of five needs— physiological, safety, social, esteem, and self-actualization—in which, as each need is well-satisfied, the next need becomes dominant.
Two-factor theory
:
Job satisfaction and job dissatisfaction is not continuum
Factors lead to job satisfaction are separate from those lead to job dissatisfaction
Intrinsic factors lead to job satisfaction
Extrinsic factors lead to job dissatisfaction
McClelland’s theory of needs
, unlike Maslow’s hierarchy, suggests that needs are more like motivating factors than strict needs for survival. In McClelland and colleagues’ theory, there are three primary needs:
Need for achievement (nAch) is the need to excel or achieve to a set of standards.
Need for power (nPow) is the need to make others behave in a way they would not have otherwise.
Need for affiliation (nAff) is the need to establish friendly and close interpersonal relationships.
7.3 Contrast the elements of self-determination theory and goal-setting theory.
Self-determination theory
: A meta-theory of motivation at work that is concerned with autonomy, intrinsic motivation, extrinsic motivation, and the satisfaction of psychological work needs.
– Need for competence: A need to be effective in interactions with others and within the environment
– Need for relatedness: A need to establish close relationships characterized by support and concern
– Need for autonomy: A need to experience selfdirection and control of our thoughts and actions Cognitive evaluation theory: Extrinsic rewards can reduce intrinsic interests
Goal-setting theory
:
A theory that specific and difficult goals, with feedback, lead to higher performance.
Management by objectives (MBO).
7.4 Demonstrate the differences among self-efficacy theory, reinforcement theory, and expectancy theory.
Self-efficacy
: An individual’s belief of being capable of performing a task.
Expectancy theory
: A theory that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.
Expectancy
. The effort–performance relationship. The probability perceived by the individual that exerting a given amount of effort will lead to performance.
Instrumentality
. The performance–reward relationship. The degree to which the individual believes performing at a certain level will lead to the attainment of a desired outcome.
Valence
. The rewards–personal goals relationship. The degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individual.
7.5 Describe the forms of organizational justice, including distributive justice, procedural justice, informational justice, and interactional justice.
Organizational justice
: An overall perception of what is fair in the workplace, composed of distributive, procedural, informational, and interpersonal justice.
Distributive
justice
: Perceived fairness of the amount and allocation of rewards among individuals.
Procedural
justice
: The perceived fairness of the process used to determine the distribution of rewards.
Interactional justice
: Sensitivity to the quality of interpersonal treatment.
Informational justice
: The degree to which employees are provided truthful explanations for decisions.
Equity theory
:
Employees who perceived inequality:
1.Change inputs
2.Change outputs
3.Distort perception of self
4.Distort perception of other
5.Choose a different referent
6.Leave the field
7.6 Identify the implications of employee job engagement for managers.
7.7 Describe how the contemporary theories of motivation complement one another.
8.1 Describe how the job characteristics model (JCM) motivates by changing the work environment.
8.2 Compare the main ways jobs can be
redesigned
.
8.3 Explain how specific
alternative work arrangements
can motivate employees.
8.4 Describe how
employee involvement
measures can motivate employees.
8.5 Demonstrate how the different types of
rewards
can increase employee motivation.
8.6 Show how flexible
benefits
turn benefits into motivators.
8.7 Identify the motivational benefits of
intrinsic rewards
.