motivation (ch4) Flashcards
motivation
the drive/willingness of a person to expend energy and effort in doing a job or task
to thus achieve a business objective
Maslow’s hierarchy of needs
representation of human needs that drive on to achieve goals
- Physiological
- Safety
- Social
- Self-esteem
- Self-actualisation
physiological
basic needs, survival needs
e.g. food, water, shelter
- adequate pay
- providing job
safety
security + protection from physical and emotional harm
- job security,
- safe + healthy work conditions (OH&S, sexual harassment, bullying)
social
sense of belonging, love, affection, friendship
- collaborating to improve teamwork
- social events/activities (birthdays, meals, parties)
- form positive relationships
self-esteem
feeling of satisfaction that someone has in themselves or their own abilities (external - status, recognition, attention, internal - self-respect and achievement)
- merit rewards (bonus)
- promotion
- recognition (employee of the month)
self-actualisation
sense of fulfillment by reaching full potential
- opportunities for advancement/promotion + personal growth
- opportunities for volunteering –> fulfill personal desire
- challenging work allows for creativity
hierarchy of needs: ads + disads
A:
accounts for both external + internal motivators
DA:
assumes all people will react in the same way
locke and latham’s goal setting theory
a process theory of motivation that focuses on the process of setting and attaining goals
CCCFC
- setting clear goals
- setting challenging but achievable goals
- secure commitment to goals
- provide feedback
- complexity of task –> too complex - lowers morale, motivation, productivity
setting clear goals
uses SMART principle, used to ensure employee understands instructions
setting challenging but achieable goals
realistic goals set, being neither too easily or too difficult to achieve
secure commitment to goals
employees have a commitment towards business, want to achieve goal, believing that goal is important
in involvment with setting goal –> employees will work harder to achieve goal
provide feedback
determines progress in achieving goal and whether the goal was correctly set or is in need of adjustment. managers can offer encouragement and advice
can boost morale, boost commitment, employees can learn from mistakes, provides direction + focus for goals
complexity of task
goals should not be too complex or simple. breaking complex goals into smaller parts makes them less difficult or overwhelming
complex –> negative impact on morale, productivity, motivation
business example of goal setting theory
management by objectives (MBO), strategic planning
four drive theory (Lawrence and Nohria)
theory that identifies four basic motivational needs
ABCD
- drive to acquire
- drive to bond
- drive to comprehend (learn)
- drive to defend
drive to acquire
split into two parts: basic + complex needs. basic needs are the necessities for survival (clothing, money, housing). complex needs relate to status, accomplishments and power (promotion)
business: develop reward system
manager: reward employee with praise, recognition
drive to bond
refers to need to belong and form relationships with others. motivation is boosted when employees feel pride
business: develop and maintain culture within business (of collabaration, friendship, pride)
manager: encourage teamwork, adopt appropriate management style (two way communication)
drive to comprehend (learn)
an individual’s desire to learn, develop new skills and improve skills.
business: provide challenging jobs that stimulate curiousity
manager: jobs are meaningful, interesting, challenging, training opportunities
drive to defend
involves desire to feel safe in work environment, non-threatening, to defend themselves and others they care about
business: creating trustworthy processes in decision making, performance management, providing occupational health and safety training
manager: changing management style to a more open communication one to overcome fear
four drive theory: ads + disads
A:
easy to utilise - simply understanding drives of employees
clear idea as to where motivation of employees is lacking
DA:
differences in strength of each individual’s drive - may lead to overemphasis of drive –> conflict
