BUS 387 Motivation
Equity Theory
A model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships
McGregor's Theory Y
A modern and positive set of assumptions about people at work: that they are self-engaged, committed, responsible, and creative
McGregor's Theory X
A pessimistic view of employees: that they dislike work, must be monitored, and can only be motivated with rewards and punishment ("carrots and sticks")
Expectancy
An individual's belief that a particular degree of effort will be followed by a particular level of performance.
Self-determination Theory
Assumes that three innate needs influence our behavior and well-being—competence, autonomy, and relatedness.
Process theories of motivation
Attempt to describe how various person factors and environmental factors in the Integrative Framework affect motivation
Job rotation
Calls for moving employees from one specialized job to another
Hygiene Factors
Cause a person to move from a state of no dissatisfaction to dissatisfaction (policy, supervision, salary)
Motivating Factors
Cause a person to move from a state of no satisfaction to satisfaction (achievement, recognition, responsibility)
Voice
Defined as employees' upward expression of challenging but constructive opinions, concerns, or ideas on work-related issues to their managers.
Needs
Defined as physiological or psychological deficiencies that arouse behavior
Procedural justice
Defined as the perceived fairness of the process and procedures used to make allocation decisions
Job crafting
Defined as the physical and cognitive changes individuals make in the task or relational boundaries of their work
Job enrichment
Entails modifying a job such that an employee has the opportunity to experience achievement, recognition, stimulating work, responsibility, and advancement
Expectancy theory
Holds that people are motivated to behave in ways that produce desired combinations of expected outcomes
Instrumentality
How an individual perceives the movement from performance to outcome
Job enlargement
Involves putting more variety into a worker's job by combining specialized tasks of comparable difficulty
Intrinsic motivation
Occurs when an individual is turned on to one's work because of the positive internal feelings that are generated by doing well.
Job Characteristics Model
Promotes high intrinsic motivation by designing jobs that possess the five core job characteristics
Motivator-Hygiene Theory
Proposes that job satisfaction and dissatisfaction arise from two different sets of factors-satisfaction comes from motivating factors and dissatisfaction from hygiene factors.
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
Valence
Refers to the positive or negative value people place on outcomes.
Motivation
Refers to the psychological processes "that underlie the direction, intensity, and persistence of behavior or thought."
Goal specificity
Refers to the quantifiability of a goal
Distributive justice
Reflects the perceived fairness of how resources and rewards are distributed or allocated
Interactional justice
Relates to the quality of the interpersonal treatment people receive when procedures are implemented
Idiosyncratic deals (I-deals)
Represent employment terms individuals negotiate for themselves, taking myriad forms from flexible schedules to career development
Extrinsic motivation
Results from the potential or actual receipt of rewards
Content theories of motivation
Revolve around the notion that an employee's needs influence motivation
Need Hierarchy Theory
States that 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
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
The desire to excel, overcome obstacles, solve problems, and rival and surpass others.
Need for Power
The desire to influence, coach, teach, or encourage others to achieve
Need for Affiliation
The desire to maintain social relationships, to be liked, and to join groups.