BUS 387 Motivation

Equity Theory

A model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships

McGregor's Theory Y

A modern and positive set of assumptions about people at work: that they are self-engaged, committed, responsible, and creative

McGregor's Theory X

A pessimistic view of employees: that they dislike work, must be monitored, and can only be motivated with rewards and punishment ("carrots and sticks")

Expectancy

An individual's belief that a particular degree of effort will be followed by a particular level of performance.

Self-determination Theory

Assumes that three innate needs influence our behavior and well-being—competence, autonomy, and relatedness.

Process theories of motivation

Attempt to describe how various person factors and environmental factors in the Integrative Framework affect motivation

Job rotation

Calls for moving employees from one specialized job to another

Hygiene Factors

Cause a person to move from a state of no dissatisfaction to dissatisfaction (policy, supervision, salary)

Motivating Factors

Cause a person to move from a state of no satisfaction to satisfaction (achievement, recognition, responsibility)

Voice

Defined as employees' upward expression of challenging but constructive opinions, concerns, or ideas on work-related issues to their managers.

Needs

Defined as physiological or psychological deficiencies that arouse behavior

Procedural justice

Defined as the perceived fairness of the process and procedures used to make allocation decisions

Job crafting

Defined as the physical and cognitive changes individuals make in the task or relational boundaries of their work

Job enrichment

Entails modifying a job such that an employee has the opportunity to experience achievement, recognition, stimulating work, responsibility, and advancement

Expectancy theory

Holds that people are motivated to behave in ways that produce desired combinations of expected outcomes

Instrumentality

How an individual perceives the movement from performance to outcome

Job enlargement

Involves putting more variety into a worker's job by combining specialized tasks of comparable difficulty

Intrinsic motivation

Occurs when an individual is turned on to one's work because of the positive internal feelings that are generated by doing well.

Job Characteristics Model

Promotes high intrinsic motivation by designing jobs that possess the five core job characteristics

Motivator-Hygiene Theory

Proposes that job satisfaction and dissatisfaction arise from two different sets of factors-satisfaction comes from motivating factors and dissatisfaction from hygiene factors.

Job design

Refers to any set of activities that involve the alteration of specific jobs or interdependent systems of jobs with the intent of improving the quality of employee job experience and their on-the-job productivity

Valence

Refers to the positive or negative value people place on outcomes.

Motivation

Refers to the psychological processes "that underlie the direction, intensity, and persistence of behavior or thought."

Goal specificity

Refers to the quantifiability of a goal

Distributive justice

Reflects the perceived fairness of how resources and rewards are distributed or allocated

Interactional justice

Relates to the quality of the interpersonal treatment people receive when procedures are implemented

Idiosyncratic deals (I-deals)

Represent employment terms individuals negotiate for themselves, taking myriad forms from flexible schedules to career development

Extrinsic motivation

Results from the potential or actual receipt of rewards

Content theories of motivation

Revolve around the notion that an employee's needs influence motivation

Need Hierarchy Theory

States that motivation is a function of five basic needs: physiological, safety, love, esteem, and self-actualization

Acquired Needs Theory

States that three needs-achievement, affiliation, and power-are the key drivers of employee behavior.

Scientific management

That kind of management which conducts a business or affairs by standards established by facts or truths gained through systematic observation, experiment, or reasoning

Need for Achievement

The desire to excel, overcome obstacles, solve problems, and rival and surpass others.

Need for Power

The desire to influence, coach, teach, or encourage others to achieve

Need for Affiliation

The desire to maintain social relationships, to be liked, and to join groups.