Chapter 16

Vroom Expectancy Theory

Based on premise felt needs drive human behavior Motivation Strength - Individual's desire to perform a behavior - Motivation fluctuates as individual's desire increases or decreases

Monetary Incentives

ESOPs - Employee Stock Ownership Plans Lump-Sum Bonuses Gain-Sharing

McClelland's Acquired Needs Theory

Focus on needs people acquire through life experiences Need for Achievement - Set challenging, yet achievable goals Need for Power - Seek advancement involving increasing amounts of responsibility, enjoy decision making Need for Affiliation - Cooperative, team-centered managerial style, Prefer to influence subordinates to complete tasks through team efforts

Herzberg's Two-Factor Theory

Hygiene, Maintenance Factors -Relate to work environment -When these factors are undesirable, the individual becomes dissatisfied Motivating Factors -Relate to the work itself -When these factors are compelling, the individual is satisfied and motivated to perform tasks

Job Design

Job Rotation Job Enlargement Job Enrichment Flextime

Needs-Goal Theory

Managers must be familiar with employee needs and offer valued rewards to satisfy those needs

Theory X

Negative assumptions about employees Dislike work, Naturally lazy, Avoid work when able Bad Managers

Maslow's hierarchy of needs

Physiological Needs Security Needs Social Needs Esteem Needs Self-actualization Needs (Know how a company satisfies them)

Theory Y

Positive assumptions about employees Self-direction, creative, Seek responsibility, Exercise self-control Good Managers

Motivation Theories

Process Theories - Emphasize how individuals are motivated Focus on steps occurring when individual is motivated Content Theories - Emphasize individual's internal characteristics Focus on understanding what needs individuals have and how to satisfy those needs

Nonmonetary Incentives

Promoting from within Emphasis on quality

Behavior Modification

Reinforcement -Positive reinforcement -Negative reinforcement Punishment Extinction - how long does it take for productivity to go away without positive reinforcement

Maturity-Immaturity Progression

State of passivity State of dependence Capable of behaving in many different ways Deeper, more lasting interests Long-time perspective Aspiring to occupy an equal subordinate position Control over self

Equity Theory of Motivation

When individuals believe they have been treated unfairly in comparison to other coworkers, they react in a way to try to fight the inequity - Change work outputs - Change compensation - Change perceptions - Leave situation

Perceptions of inequity come from:

Work assignments Promotions Compensation Ratings reports Office assignments