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
