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Composed of four keys: Reinforcement theory Expectancy theory Equity theory Goal setting theory
Based on research of B.F. Skinner (1953),views motivation as learning conditioned to associate behavior with a consequence
A behavior followed by a reinforcing stimulus results in an increased probability of that behavior occurring in the future.
In this theory leaders are most effective when they can control or even manipulate the consequences of a followers behavior..
It means that people do things because they know other things will follow.
Emphasizes that people dont just respond passively to reinforcement or lack thereof; rather, actively and consciously interacting with their environment
Valence is the importance that the individual places upon the expected outcome.
expectancy
Instrumentality
efforts
performance
outcome
valence
Degree of perceived fairness in the work situation is the key to job satisfaction and worker effort
Calls for a fair balance to be struck between an employees inputs (hard work, skill level, tolerance, enthusiasm, etc.) and an employees outputs (salary, benefits, intangibles such as recognition)
Suggest that people dont expend effort rewards or task outcomes, but to accomplish the goal itself
Believe in :Three assumptions (Locke 1968) : .specific goals are effective than general goals .challenging goals leads to higher performance .rewards are effective only in that they encourage people to change their goals
- defined
need as a physiological or
definition of need that proposes that humans are motivated by multiple needs and that these needs exist in a hierarchical order.
His premise is that only an unsatisfied need can influence behavior; a satisfied need is not a motivator.
Maslow's theory is based on the following two principles: 1.Deficit principle: A satisfied need no longer motivates behavior because people act to satisfy deprived needs. 2.Progression principle: The five needs he identified exist in a hierarchy, which means that a need at any level only comes into play after a lower-level need has lowerbeen satisfied.
Participation in decision making Esteem needs Responsibility of an important job Promotion to higher status job Praised and recognition from boss
LOWER LEVEL NEEDS Social needs Friendly co-workers Interaction with customers Pleasant supervisors Safe working conditions Job security Base compensation and benefits Rest and Refreshments breaks Physical comfort on the job Reasonable work hours
Safety needs
Physiological needs
Herzberg's two-factor theory twoIn his two-factor theory, Herzberg identifies twotwo sets of factors that impact motivation in the workplace:
1. Hygiene factors
include salary, job security, working conditions organizational policies, and technical quality of supervision.
Although these factors do not motivate employees, they can cause dissatisfaction if they are missing.
Satisfiers or motivators
include such things as responsibility, achievement, growth opportunities, and feelings of recognition, and are the recognition, key to job satisfaction and motivation. Managers need to ensure that hygiene factors are adequate and then build satisfiers into jobs.
three categories.
1. Existence needs
are desires for physiological and material wellwell-being. (In terms of Maslow's model, existence needs
include physiological and safety needs)
3. Growth needs are desires for continued psychological growth and development. ( esteem and self-realization) self-
This approach proposes that unsatisfied needs motivate behavior, and that as lower level needs are satisfied, they become less important.
Higher level needs become more important as they are satisfied, and if these needs are not met, a person may move down the hierarchy, called frustrationthe frustration-regression principle.
McClelland associates each need with a distinct set of work preferences, and managers can help tailor the environment to meet these needs:
High achievers
differentiate themselves from others by their desires to do things better. These individuals are strongly motivated by: .job situations with personal .responsibility, feedback .intermediate degree of risk
high achievers often exhibit the following behaviors: 1.Seek personal responsibility for finding solutions to problems 2.Want rapid feedback on their performances so that they can tell easily whether they are improving or not 3.Set moderately challenging goals and perform best when they perceive their probability of success as 50-50 50-
People with the need for affiliation seek companionship, social approval, and satisfying interpersonal relationships. People needing affiliation display the following behaviors: 1. Take a special interest in work that provides companionship and social approval 2.Strive for friendship 3. Prefer cooperative situations rather than competitive ones 4.Desire relationships involving a high degree of mutual understanding 5. May not make the best managers because their desire for social approval and friendship may complicate managerial decision making