Motivation Theories Flashcards
4 indicators that measure motivation
Engagement
Satisfaction
Commitment
Rootedness
Motivation
The combination of forces that move individuals to take certain actions and avoid other actions
Engagement
An employee’s rational and emotional commitment to his or her work
Satisfaction
How happy employees are with the experience of work and the way they are treated
Commitment
Degree to which employees support the company and its mission
Rootedness
Likelihood that employees will stay or leave their jobs
4 indicators of motivational drive
Drive to acquire
Drive to bond
Drive to comprehend
Drive to defend
Classical theories of motivation
Taylor's scientific management The Hawthorne effect Maslow's hierarchy of needs Theory X and Theory Y Herzberg's Two factors McClelland's three needs
Taylor’s scientific management
Scientific management
A management approach designed to improve employee’s efficiency by scientifically studying their work
The Hawthorne Effect
A supposed effect of organizational research, in which employees change their behavior because they are being studied and given special treatment
Maslow’s Hierarchy of Needs
Model in which human needs are arranged in a hierarchy, with the most basic needs at the bottom and the more advanced needs toward the top
Theory X
A managerial assumption that employees are irresponsible, unambitious, and dislike work and that managers must use force, control, or threats to motivate them
Theory Y
A managerial assumption that employees enjoy meaningful work, are naturally committed to certain goals, are capable of creativity, and seek out responsibility under the right conditions
Herzberg’s Two-Factor Theory
A model that divides motivational forces into satisfiers (motivators) and dissatisfiers (hygiene factors)
McClelland’s Three Needs Theory
Three needs theory
David McClelland’s model of motivation that highlights the needs for power, affiliation, and achievement
Leadership strategies that foster motivation
Provide timely and frequent feedback
Personalize motivational efforts while being fair to all employees
Adapting motivational tactics to circumstances and special needs
Addressing workplace negativity before it has a chance to destroy morale
Be an inspirational leader
Micromanaging
Overseeing every small detail of employees’ work and refusing to give then freedom or autonomy
Goal setting theory
A motivational theory suggesting that setting goals can be an effective way to motivate employees
Management by objectives (MBO)
A motivational approach in which managers and employees work together to structure personal goals and objectives for every individual, department, and project to mesh with the organization’s goals
Risks and limitations of goal setting theory
Overly narrow goals Overly challenging goals Inappropriate time horizons Unintentional performance limitations Missed learning opportunities Unhealthy internal competition Decreased intrinsic motivation
