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Chaper 7 : Motivation Concepts - Coggle Diagram
Chaper 7 : Motivation Concepts
Three key elements of motivation
Motivation:
the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal
Intensity (effort)
concerned with how hard a person tries
Direction (goals)
the orientation that benefits the organization
Persistence (continuously)
a measure of how long a person can maintain their effort
Integrating Contemporary Theories of Motivation
Context-Based Theory
Reinforcement Theory
behavior is a function of its consequences.
Operant Conditioning Theory
people learn to behave to get something they want or to avoid something they don’t want.
Social Learning Theory
learn through both observation and direct experience
Classic Theories of motivation
Maslow's Hierarchy of Needs
Physiological
Hunger, thirst, shelter, and other bodily need
Safety - security
Security and protection from physical and emotional harm
Social - belongingness
Affection, love, belongingness, acceptance, and friendship
Esteem
Internal factors such as self-respect, autonomy, and achievement as well as external factors such as status, recognition, and attention
Self - actualization
Drive to become what we can become; includes growth,
achieving our potential, and self-fulfillment
Herzberg's 2 Factors Theory
Motivators (Satisfaction)
Hygiene Factors (Dissatisfaction)
McClelland's Theory of Needs
Need for Achievement (nAch)
drive to excel, to achieve in relation to a set of standards, to strive to succeed
Need for power (nPow)
need to make others behave in a way that they would not have behaved otherwise
Need for affiliation (nAfl)
desire for friendly and close interpersonal relationships
Process-Based Theory
Expectancy Theory
a tendency to act in a certain way depends on an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.
Expectancy: effort-performance
Instrumentality: performance-reward
Valence: rewards-personal goals
Goal-Setting Theory
intentions to work toward a goal are considered a major source of work motivation.
Goal Origins
Self-set goals
Enthusiasm
Supervisor-set goals
heightened anxiety and perceptions of uncertainty and threat
Goal Characteristics
Difficult goals, when accepted, result in higher performance than do easy goals
Factors influencing goal setting
Goal Commitment
Task Characteristics
Feedback
Goal Orientation
Goal Conflict
Implementing Goal Setting
Management by Objectives (MBO):
a program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress
Goal Specificity
Participation in Decision Making
Explicit Time Period
Performance Feedback
Forms of Organizational Justice
Equity Theory
Change Inputs
Change Outcomes
Distort perceptions of self
Distort perceptions of others
Choose a different referent
Leave the field
Distributive Justice
Perceived fairness of outcome
Procedural Justice
Perceived fairness of process used to determine outcome
Interactional Justice
Sensitivity to the quality of interpersonal treatment
Justice Outcomes
Third-party, or observer, reactions to injustice can be substantial
Promoting Justice
Adopting strong justice guidelines in an attempt to mandate certain managerial behavior isn’t likely to be universally effective.
Culture and Justice
Inputs and outcomes are valued differently in various cultures