Chapter 5 - Foundation of Employee Motivation

Self-determination theory

assumes that three innate needs influence our behavior and well-being - competence, autonomy, and relatedness

Job rotation (Top-down approach)

calls for moving employees from one specialized job to another

Relatedness needs (Self-determination theory)

desire to feel part of a group, to belong, and to be connected to others

Competence needs (Self-determination theory)

desire to feel qualified, knowledgeable, and capable to complete an act, task, or goal

Autonomy needs (Self-determination theory)

desire to have freedom and discretion in determining what you want to do and how you want to do it

Idiosyncratic deals (I-deals)

employment terms individuals negotiate for themselves, taking myriad form s from flexible schedules to career development

Expectancy theory

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

Instrumentality (Expectancy theory)

how an individual perceives the movement from performance to outcome

Motivation factors (Motivator-hygiene theory)

including achievement, recognition, characteristics of the work, responsibility, and advancement - cause a person to move from a state of no satisfaction to satisfaction

Equity theory

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

Theory Y

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

Procedural justice (Justice theory)

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

Theory X

pessimistic view of employees: that they dislike work, must be monitored, and can only be motivated with rewards and punishment

Needs

physiological or psychological deficiencies that arouse behavior

Valence (Expectancy theory)

positive or negative value people place on outcomes

Job characteristic model (Top-down approach)

promote high intrinsic motivation by designing jobs that possess the five core job characteristics: Skill variety, task identity, task significance, autonomy, feedback

Motivator-hygiene theory

proposes that job satisfaction and dissatisfaction arise from two different sets of factors - satisfaction comes from motivation factors and dissatisfaction from hygiene factors

Motivation

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

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

Need for power (Acquired needs theory)

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

Intrinsic motivation

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

Hygiene factors (Motivator-hygiene theory)

including company policy and administration, technical supervision, salary, interpersonal relations with one's supervisor, and working conditions - cause a person to move from a state of no dissatisfaction to dissatisfaction

Job enlargement (Top-down approach)

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

Job enrichment (Top-down approach)

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

Goal specificity

refers to the quantifiability of a goal

Distributive justice (Justice theory)

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

Interactional justice (Justice theory)

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

Expectancy (Expectancy theory)

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

Extrinsic motivation

results from the potential or actual receipt if extrinsic rewards

Content theories of motivation

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

Need hierarchy theory (Maslow's)

states 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 (Top-down approach)

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 (Acquired needs theory)

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

Need for affiliation (Acquired needs theory)

the desire to maintain social relationships, to be liked, and to join groups

Job crafting (Bottom-up approach)

the physical and cognitive changes individuals make in the task or relational boundaries of their work. represents proactive and adaptive employee behavior aimed at changing risks, relationships, and cognitions associated with one's job