Chapter 11

Motivation-Hygiene Theory

Hygiene factors avoid job dissatisfaction - Company policy and administration - Supervision - Interpersonal relations - Working conditions - Salary - Status - Security Motivation factors increase job satisfaction - Achievement - Achievement recognition - Work itself - Responsibility - Advancement - Growth - Salary

ERG Theory

a simplification of Maslow's needs hierarchy Three levels of needs: - Existence (lowest level; physiological and safety needs) - Relatedness (middle level; social needs) - Growth (highest level; esteem and self-actualization needs)

Reinforcement Theory

behavior can be controlled through the use of rewards (or punishments) - positive reinforcement: awards, monetary incentives - negative reinforcement: firing, pay cuts, etc.

Hertzberg Two-Factor Theory

employees are motivated by motivators rather than by maintenance factors - maintenance factors are needed to stop dissatisfaction but bot to make employees more satisfied

Expectancy Theory

employees are motivated when they believe they can accomplish a task and the rewards for it are worth the effort

Herzberg's Two-Factor Theory

examined the experiences that satisfied or dissatisfied people at work motivation factors: work conditions related to satisfaction - the work itself (recognition, achievement, increased responsibility, challenging work, growth, advancement) hygiene/maintenance factors: work conditions related to dissatisfaction - outside the job (e.g. pay, benefits, job security, working conditions, relationship with co-workers, company policies)

Vroom's Expectancy Theory of Motivation

focuses on our beliefs about the performance process - expectancy (belief that effort leads to performance) and instrumentality (belief that performance is related to rewards) concern a person's beliefs about how effort, performance, and rewards are related valence: value or importance placed on a reward

Employee Performance

formula: Performance = Ability x Motivation x Resources - for performance levels to be high, all three factors must be high - generally, an employee who is motivated will try harder to do a good job than one who is not motivated Why do employees perform poorly? - managers (their attitudes toward employees) - poor skills - lack of experience - lack of resources - insufficient motivation

McClelland's Need Theory

manifest needs: learned or acquired needs achievement - excellence, competition, challenging goals, persistence power - make an impact, influence others, change people or events, make a difference affiliation - establishing and maintaining warm, close, intimate relationships with others

Equity Theory

people compare their perceived inputs (effort, experience, intelligence) and outputs (recognition, praise, pay, promotion) to that of relevant others - employees must perceive that they are being treated fairly, relative to others a comparison with relevant others leads to three conclusions: - Equitably Rewarded - Under Rewarded - Over Rewarded

Acquired Needs Theory

proposes that employees are motivated by their needs for achievement, power, and affiliation - needs are based on personality and are developed and learned as people interact with the environment

Goal Setting Theory

the most valid approach - an important part of our lives! - achievable but difficult ones motivate employees - don't set easy ones!!! - don't tell employees to do their best!!!

Maslow's Hierarchy of Needs

theory of motivation based on a hierarchy of needs Five need categories: - physiological needs (lower order; managers motivate w/ salary and breaks) - safety and security needs (lower order; managers motivate w/ safe working conditions and job security) - love (social) needs (higher order; managers motivate w/ parties, picnics, gatherings) - esteem needs (higher order; managers motivate w/ merit pay increases, challenging work) - self-actualization (higher order; managers motivate w/ provide employee skill development, creativity chances, job autonomy) Some needs are more important than others - higher order needs are satisfied internally (within the person) - lower order needs are satisfied externally (pay, tenure) - a need that is substantially satisfied no longer motivates - to motivate using this theory, you need to know where the person is located on the pyramid

Motivation

willingness to achieve organizational objectives