Employee Motivation Theories Flashcards
IO Psych Theories
Employees would be motivated by and satisfied with their jobs at any given
point in time if certain needs were met.
There are five major types of needs and that these needs are
hierarchical—that is, lower-level needs must be satisfied before an individual will be concerned
with the next level of needs.,
Maslow’s Needs Hierarchy
Hierarchy of Needs
Aldefer developed a needs theory that
has only three levels. The three levels are existence, relatedness, and growth— Aldefer suggested that a person can skip levels.
ERG Theory
Herzberg believed that job-related factors could be divided into two categories—hygiene factors
and motivators.
Hygiene factors - are those job-related elements that result from but do not involve the job itself.
Motivators - are job elements that do concern actual tasks and duties.
Two-Factor Theory
Employees monitor their own progress
toward attaining goals and then make the necessary adjustments; that is, they self-regulate.
Self-Regulation Theory
Employees monitor their own progress
toward attaining goals and then make the necessary adjustments; that is, they self-regulate.
Self-Regulation Theory
The best way to explain this principle is to construct a reinforcement hierarchy on which an
employee lists his preferences for a variety of reinforcers.
Premack Principle
Proposed by Vroom. The perceived relationship between the amount of effort an employee puts in and the resulting outcome, the outcome of a worker’s performance, if noticed, results in a particular consequence, and the extent to which an employee values a particular consequence.
Expectancy Theory
Our levels of motivation and job satisfaction are related to
how fairly we believe we are treated in comparison with others.
When an employee’s ratio is lower than those of others, he will become
dissatisfied and be motivated to make the ratios equal in one or more ways.
Equity theory
This theory suggests that there is a positive correlation between self-esteem and performance
Korman’s Consistency Theory
States that an individual will perform as well as or as poorly as he expects to perform.
Self-Fulfilling Prophecy
Relationship between Self-expectations and performance. (Ex: positive/negative)
Galatea Effect
If an employee feels that a manager has confidence in him, his self-esteem will increase, as well as his performance.
Pygmalion/Rosenthal Effect
It occurs when negative expectations of an individual could decrease in that individual’s actual performance.
Golem Effect
One of Divisions of Motivation wherein people are motivated because of their personal needs.
Content Theory
One of Divisions of Motivation wherein people are motivated because of their thoughts, beliefs, and values.
Process Theory
We will remain satisfied with our job if it meets our various needs, wants, expectations, and values.
Discrepancy Theories
Developed by McClelland
This theory consists of needs for achievement, affiliation and power. It implies that employees may be motivated by jobs that are challenging, or by jobs in which they can work with and help other people, or be motivated by a desire to influence others rather than simply to be successful.
Learned Needs Theory
Three Needs Theory
Developed by McClelland
This theory consists of needs for achievement, affiliation and power. It implies that employees may be motivated by jobs that are challenging, or by jobs in which they can work with and help other people, or be motivated by a desire to influence others rather than simply to be successful.
Learned Needs Theory
Three Needs Theory
Developed by Locke.
A method of increasing performance in which employees are given specific performance goals to aim for. The goal has to be specific, measurable, attainable, relevant and time-bound.
Goal Setting (SMART)
It states that employees will engage in behaviors for which they are rewarded and avoid behaviors for which they are punished.
B.F. Skinner’s
Reinforcement Theory
Seek to perform well because they either enjoy performing the actual tasks or enjoy the challenge of sucesfully completing the task.
Intrinsically Motivated
Don’t particularlt enjoy the tasks but are motivated to perform well to receive some type of reward or to avoid negative consequences.
Extrinsically Motivated.
This theory believes that employees are extrinsically motivated or not innately motivated to do their work.
Employees are lazy and they only satisfy their lower order needs.
McGregor’s
Theory X of Motivation
This theory believes that employees are intrinsically motivated or innately motivated to do their work.
Employees love their work and they satisfy their higher order needs.
McGregor’s
Theory Y of Motivation
Focused on increasing employee loyalty to the company by providing a job for life with a strong focus on the well-being of the employee, both on and off the job.
Promotes stable employment, high productivity, and high emoloyee morale and satisfaction.
Ouchi’s
Theory Z of Motivation/Japanese Management
Occurs when stressors result in feelings of challenge or achievement- the feelings of stress get converted into positive energy and actually become motivating.
Eustress
Adverse psychological, physical, behavioral, and organizational consequences that may arise as a result of stressful events.
Distress
Adverse psychological, physical, behavioral, and organizational consequences that may arise as a result of stressful events.
Distress
Energy must be managed rather than time.
Classify important from not important.
Loehr and Schwarrtz’
Full Engagement Theory
We will be more satisfied with our jobs if the task themselves are enjoyable to perform.
5 core dimensions lead to: high intrinsic motivation, high job performance, high job satisfaction and low turn-over.
Oldham and Hackman’s
Job Characteristics Theory
