Theories of Motivation Flashcards
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
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
A model in which human needs are arranged in order of their priority, with the most basic needs at the bottom and the more advanced needs toward the top
Check notes to see pyramid
Note: In Maslow’s hierarchy, all of the requirements for basic survival—food, clothing, shelter, and the like—fall into the category of physiological needs. These basic needs must be satisfied before the person can consider higher-level needs such as safety needs, social needs (the need to give and receive love and to feel a sense of belonging), and esteem needs (the need for a sense of self-worth and integrity). At the top of Maslow’s hierarchy is self-actualization—the need to become everything one can be. This need is also the most difficult to fulfill—and even to identify in many cases.
Theory X
A managerial assumption that employees are irresponsible, are 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-factory theory
A model that divides motivational forces into satisfiers (“motivators”) and dissatisfiers (“hygiene factors”)
In Herzberg’s two-factor theory, so-called hygiene factors are associated with dissatisfying experiences, and motivators are associated with satisfying experiences. Hygiene factors are mostly extrinsic and include working conditions, company policies, pay, and job security. Motivators tend to be intrinsic and include achievement, recognition, responsibility, and other personally rewarding factors. According to Herzberg’s model, managers need to remove dissatisfying elements and add satisfying elements—doing one or the other is not enough.
Hygiene factors
are associated with dissatisfying experiences.
hygiene factors such as working conditions and company policies can influence employee dissatisfaction
Motivators
are associated with satisfying experiences
motivators such as opportunities for achievement and recognition can influence employee satisfaction.
Expectancy Theory
The idea that the effort employees put into their work depends on expectations about their own ability to perform, expectations about likely rewards, and the attractiveness of those rewards
The quality of the effort an employee puts forth depends on these 3 things…
1) the expectations of individual performance
2) the expectations of organizational rewards
3) the attractiveness of those rewards relative to their individual goals
Equity Theory
The idea that employees base their level of satisfaction on their perceived ratio of their inputs to the job and the outputs or rewards they receive from it.
They will also compare themselves to their co-workers
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
