Man: Test 1 motivation Flashcards
- motivated to meet the need, put something into practice to achieve, try to adjust till they are happy
Felt Need->Behavioral response
Goal attained =satisfaction
Goal blocked= frustration
Need Satisfaction Model
-people are motivated to satisfy certain needs and people seek higher need only when the lower needs have been predominantly met
Ex: what motivated employees at lowest level
Maslow’s Hierarchy of Needs
(Top): Ex: be nurse practitioner= paying to go to school
Maslow’s Hierarchy of Needs
Self Actualization
Ex: to advance, accomplish something, recognized for hard work
Maslow’s Hierarchy of Needs
Esteem
Ex: accepted by peers, make you feel welcome, function well enough and get along
Maslow’s Hierarchy of Needs
Social/love
Ex: know that you won’t lose job, safe enviro, parking lot safety lighting= how far walk, are their enough ppl working to help, resources for safe care
Maslow’s Hierarchy of Needs
Security/Safety
(bottom) Ex: money to get food, shelter, clothing
Maslow’s Hierarchy of Needs
Physiological/Basic needs
- lower level needs do not have to be met before perusing a higher level need
- Existence (physio/safety) relatedness (belonging/love/social) Growth (esteem/self actualization)
ERG Theory of Motivation (Alderfer)
Employees can be motivated by the work itself and that there is an internal or personal need to meet organizational goals, presence of these things doesn’t mean your motivated, lack of them doesn’t mean you are demotivated
Hertzberg
present in work itself give people the desire to work and work well
Ex: Achievement, recognition, work, responsibility, advancement, possibility for growth
Hertzberg
Motivators
maintenance factors, keep employees from being dissatisfied or demotivated but do not act as real motivators, temporary satisfaction
Ex: Salary, supervision, job security, positive working conditions, personal life, interpersonal relationships and peers, company policy, status
Hertzberg
Hygiene
- fall into one category or other, one primary thing motivates but can change, manager needs to know their employees and what motivates them= give them experiences that help to promote
- Examined what motives guide a person to action, stating that people are motivated by three basic needs
McClelland
: accomplishing something, actively focus on improving what is, they transform ideas into action, take risk when necessary
McClelland
Achievement oriented
: energy focused on family and friends(relationships), get to know team, Productivity is less, Higher in women
McClelland
Affiliation oriented
: motivated by supremacy that can be gained as a result of a specific action, command attention, get recognition, and control others, advancement move up
McClelland
Power oriented
: people could be conditioned to behave in a certain way based on a consistent reward or punishment system
- behavior that is rewarded will be repeated
- behavior that is punished or goes unrewarded is extinguished
Skinner: Operant Conditioning
positive
negative
motivation in terms of the person’s valence, or preferences based on social values, what you ultimately expect will motivate you
- People make conscious decisions in anticipation of reward
- instrument=be able to do it and have the right resources to do the work
- balance= need to know it is important and worth it
Vroom: Expectancy Model
Effort should equal compensation (reward); input and output are equal; if you feel you receive less compensation than the amount effort you put in, you become less motivated
Equity Theory
- assigning tasks that are more difficult than what the person is used to doing, need time to regroup after, challenging but capable to do will motivate you
- entails actively drawing employees into decisions affecting their work
Gellerman: Methods of Motivation
Stretching
Participation
-Motivation at physiological and safety levels
-Must be closely controlled to achieve organizational goals
Ex: avoid work if possible, dislike work, must be directed, have little ambition, avoid responsibility
-negative reinforcement, micromanage
McGregor Theory X
Motivation at social, esteem, and self-actualization levels, People can be self-directed and creative if properly motivated
Ex: Like and enjoy work, self-directed, seek responsibility, imaginative and creative, underutilized intellectual capacity, need general supervision, encouraged to participate in problem solving
-Praise, recognition, opportunities
McGregor
Theory Y
- importance of a manager’s assumptions about workers on the intrinsic motivation of the workers.
o How the manager views, and thus treats, the worker will have an impact on how well the organization functions
McGregor
One of the most powerful motivators
• All employees should be recognized for meeting milestones
• Rewards and praise should be spontaneous and not relegated to predictable events or limited
• Should be given whenever possible and whenever they are deserved
• Must represent a genuine accomplishment
• Be somewhat individual in nature
Describe approaches to positive reinforcement & rewards.
• Examine organizational climates or attitudes that directly influence worker morale and motivation
• Employees are an organization’s most valuable asset
• Organizations need to develop incentive systems that consistently align with the vales of the employees
• Managers must be cognizant of an employee’s individual values and attempt to reward each worker accordingly
• We achieve our goals through the people who work with us
• Positive Reinforcement: validating workers’ effort
• Employees should be recognized for meeting milestones
• Rewards and praise should be spontaneous and not relegated to predictable events
o Given whenever possible and whenever they are deserved
CREATING A MOTIVATING CLIMATE
