Extra document: Theories on motivation Flashcards
Different theories where motivation comes from
- needs theories
- theories on motives
- process theories
Two types of behaviors within needs theories
- Approach behaviors: seeking out growth and goals that you find personally meaningful
- Avoidance behaviors: minimalizing unpleasant events or conditions
Four theories on needs
- Maslow’s hierarchy of needs
- Clayton Aldefer’s ERG
- Dual Factor Theory Herzberg
- Theory X and Theory Y
Clayton Aldefer’s ERG
3 needs: existence, relatedness, growth
Difference Aldefer ERG theory and Maslow’s needs hierarchy
on how people move through the sets of needs.
Maslow: progresses up hierarchy once lower-level needs adequately satisfied
Aldefer: frustration-regression progress, redirection of effort to satisfying lower-order need category
Theory X and Y
manager’s beliefs about employees shape their behavior towards employees
Theory X
employees dislike responsibility, employees need to be coerced and controlled, employees are self-centered and resistant to change. Therefore, the manager needs to persuade, reward, punish, control employees
Theory Y
employees seek responsibility, work is as natural as rest and play, employees have ability to be creative and ingenious. Therefore, the role of the manager is to structure the work environment in such a way as to let employees achieve higher-order personal goals.
Theory on motives
Mcclelland’s learned motives theory
MLMT, three motives
- achievement motive
- power motive
- affiliation motive
Process theories
examine how and why employees select behaviors and how they decide whether behaviors have been successful
motives
to guide the selection process that directs employees’ choice of action and the level of effort they invest in their behavior
Needs theories
frames motivation based on our needs. tell us what people desire but don’t tell us how people will behave
Two process theories on motivation
- Vroom’s expectancy theory
- Theory on equity, Adams
Theory on equity, Adams
Motivation can only be high when employees perceive that they are being treated fairly relative to others. Employees adjust their input based on the perceived fairness of how they are being treated compared to others
2 Justice, theory on equity
- Distributive justice: perceived fairness of the distribution of resources across different employees
- Procedural justice: are the instruments/processes followed to determine the distribution of resources across employees considered fair/justified
Three strategies to influence motivation within organization
- Goal setting
- Job redesign
- Behavior modification
Three characteristics of jobs in job design
- Range: the number of tasks a jobholder performs
- Depth: the amount of discretion an individual has to decide job activities an job outcomes
- Relationships: group performance is affected in part by group cohesiveness
Job characteristics model of Hackman and Oldman
identifies some key elements that explain why interventions of job enlargement, and enrichment are needed to tap into employees’ needs to increase their motivation
Behavior modification
focused on applying different types of consequences to behavior
4 types of consequences, behavior modification
- positive reinforcers
- (avoiding) negative reinforcers
- punishment
- extinction
Positive reinforcers
rewarding or incentivizing desired behavior or performance to increase likelihood of continuation
Negative reinforcers
employee can work harder to avoid negative reinforcer
Extincition
Reducing unwanted behavior. When positive reinforcement for a learned response is withheld, individuals will continue to practice that behavior for some period of time, after while if the nonreinforcement continues, the behavior will decrease in frequency and intensity and will eventually disappear.
