Management Chapter 12

McClelland's Achievement Theory

**Achievement, affiliation, and power Achievement: An individual's desire for goals that are well-defined and moderately difficult and include employee participation/feedback Affiliation: The desire to work with others in the organization rather than alone Power: a function of the influence and control an individual has over others

Motivation (Ariely)

*Revised model of labor -Payment -Meaning -Creation -Challenge -Ownership -Identity -Pride

Self-Actualization Needs

-Derive from the desire to be the best you can be to maximize your potential

Alderfer's ERG Theory

-Existence--Coincides Maslow's physiological/security needs -Relatedness--Coincides Maslow's Social/Esteem needs -Growth--internal esteem needs

Herzberg's Two Factors

-Maintenance -Motivational

Differences between Maslow and Alderfer

-Simplifies Maslow's 5 levels into 3 -Alderfer makes distinction between external and internal esteem -Alderfer does not see categories as a step by step and that a person can satisfy several needs simultaneously

Compressed Work Week

A four-day or shorter period in which an employee works 40 hours

Content Theories

A group of theories that assume that workers are motivated by the desire to satisfy needs and that seek to identify what their needs are

Fixed-Ratio Schedule

A pattern of offering reinforcement after a specified number of desired performance behaviors, regardless of the time elapsed between them

Fixed-Interval Schedule

A pattern of reinforcement at specified periods of time, regardless of behavior

Variable-Interval Schedule

A pattern where by the period of reinforcement varies between one reinforcement and the next

Variable-Ratio Schedule

A pattern whereby the number of behaviors required for reinforcement is varied

Expectancy

A person's expectation that effort will lead to high performance

Instrumentality

A person's expectation that performing a task will lead to a desired outcome

Reinforcement Theory

A process theory which assumes that behavior may be reinforced by relating it to its consequences

Process Theories

A set of theories that try to determine "how" and "why" employees are motivated to perform

Social Learning Theory

A theory stating that employees learn not only through direct experience by also through observation and personal qualities `

Expectancy Theory

A theory stating that motivation depends not only on how much a person wants something but also on the person's perception of how likely he or she is to get it

Equity Theory

A theory stating that the extent to which people are willing to contribute to an organization depends on their assessment of the fairness of the rewards they will receive in exchange

Goal-setting Theory

A theory which recognizes the importance of goals in improving employee performance

Flextime

A work schedule that allows employees to choose their staffing and ending times as long as they are at work during a specified period of time

Job Sharing

A working arrangement whereby two employees do one job

Behavior Modification

An application of reinforcement theory, which involves change in behavior and encouraging appropriate actions by relating the consequences of behavior to the behavior itself

Motivation

An inner drive that directs behavior towards goals

The Human Relations Approach (Social)

Elton Mayo --Giving employees feedback and some level of self-esteem and appreciating their performance would best motivate them --Hawthorne studies showed that social needs are of great importance in motivating employees`

Physiological Needs

Essentials for living--water, food, shelter, and clothing. -People devote all efforts towards these until needs are met

The Traditional Approach (Economic)

Frederick Taylor-Father of scientific Management --Approach was based on the principle of hedonism, which maintains that people are motivated to seek pleasure and avoid pain --Believed that work was generally distasteful to employees and earning money and avoiding punishment were employee's primary goals

Social Needs

Love, companionship, and friendship--the desire of acceptance by other

Security Needs

Relate to protecting yourself from physical and economic harm

Esteem Needs

Relates to respect--Self-respect and respect from others. Competition also relates in needing to feel like you can do something better than someone else

Positive Reinforcement

The act of strengthening a desired behavior be rewarding it or providing other positive outcomes

Avoidance

The act of strengthening a desired behavior by allowing individuals to avoid negative consequences by performing the behavior

Punishment

The act of weakening or eliminating an undesired behavior by providing negative consequences

Maslow's Hierarchy of Needs

The order in which people strive to satisfy the five basic needs as theorized by Maslow-- physiological, security, social, esteem, and self-actualization

Morale

The sum total of employees' attitudes toward their jobs, employer, and colleagues

Valence

The value of each potential outcome which describes its importance

Motivational Factors

Those aspects of a job that relate the content of the work, including achievement, recognition, the work itself, involvement, responsibility, and advancement

Maintenance Factors

Those aspects of a job that relate to the work, setting, including adequate wages, comfortable working conditions, fair company policies, and job security

The Human Resources Approach (Social & Economic)

Views workers as complex entities who are valuable resources to the organization as well as important in their own right.

Extinction

Weakening an undesired behavior by not providing positive consequences