Please enable JavaScript.

Coggle requires JavaScript to display documents.

MOTIVATION, Balanced, scaled<= - Coggle Diagram

- - - - Lower-level needs must be satisfied before higher-level needs become motivators
      - A satisfied need no longer motivates
      - More ways to satisfy higher-level than to satisfy lower-level needs
      - International Findings
        (based on Hofstede’s research
    - - Motivator factors
        
        individual's need for personal growth
        
        create job satisfaction
        
        Ex: Achievement, Recognition, Advancement,...
      - Hygiene factors
        
        avoid unpleasantness at work
        
        inadequate consideration can cause dissatisfaction
        
        Ex: Working conditions, Coworkers relations, Salary
      - Cases
        
        High(H) Hygiene, H Motivation: Best Case Scenario
        
        H Hygiene, Low (L) Motivation: Complacency
        
        L Hygiene, H Motivation: Untapped Potential
        
        L Hygiene, L Motivation: Poor Results
    - - Need for Power: Control & Influence, Competition, Wining, Status, Recognition
      - Need for Affiliation: Collaboration, Certainty, Group
      - Need for Achievement: Challenging goals, Calculated risks, Regular feedback, Work alone
      - High achiever
        
        personal responsibility
        
        moderate risk-takers
        
        concrete feedback on performance
        
        loners and not team players
      - Develop High Need for Achievement
        
        Develop internal desire
        
        Daydream in positive terms
        
        Emulate successful achievers
        
        Obtain feedback
  - - - equitable treatment -> positive effect on job satisfaction
      - unfair treatment -> negative effect on job performance
      - Adam's equity theory
        
        Input: time, effort, ability,...
        
        Output: pay, bonus, security, recognition
    - - set goals & respond to them => impact on motivation
      - Specific areas given attention
        
        Level of participation
        
        Goal difficulty
        
        Goal specificity
        
        Importance of objective
        
        Timely feedback to progress toward goals
      - Smart goals
        
        Specific
        
        Measurable
        
        Achievable
        
        Relevant
        
        Time-bound
    - - Effort -> Performance -> Reward
      - Motivation = Expectancy x Instrumentality x Valence
- - - - Some countries: motivated by things other than financial rewards
      - Many cultures base compensation on group membership
      - Financial incentive systems vary in range