Chapter 16 Flashcards
(83 cards)
Motivation
The set of forces that cause people to behave in certain ways.
The goal of managers is to maximize desired behaviors and minimize undesirable behaviors.
Determinants of Individual Performance
Motivation - The desire to do the job.
Ability - The capability to do the job.
Work environment - The resources to do the job.
Historical Perspectives on Motivation
The Traditional Approach
The Human Relations Approach
The Human Resource Approach
The Traditional Approach
Frederick Taylor (Scientific Management)
Workers are interchangable tools of production
Assumptions
• Work is inherently unpleasant.
The Human Relations Approach
Emphasized the role of social processes in the workplace.
Assumptions
• Maintaining the appearance of employee participation is important.
• Managers know more than the worker.
• Economic gale (money) is the primary motivation for performance.
The Human Resource Approach
Emphasized value of employees to organization.
Assumptions
• Management’s job is to encourage participation and create a work environment that motivates employees.
• Employees want to and are able to make genuine contributions.
Content Perspectives
Approaches to motivation that try to answer the question, “What factors in the workplace motivate people?”
Content Perspectives of Motivation
Maslow’s Hierarchy of Needs
Aldefer’s ERG Theory
Herzberg’s Two-Factor Theory
McClelland’s Achievement, Power, and Affiliation Needs
The Need Hierarchy Approach
People must, in a hierarchical order, satisfy five groups of needs: Physiological needs Security needs Belongingness needs Esteem needs Self-actualization needs
Physiological needs
basic survival and biological function.
Security needs
Seeking a safe physical and emotional environment.
Belongingness needs
for love and affection.
Esteem needs
For positive self-image/self-respect and recognition and respect from others.
Self-actualization needs
Realizing one’s potential for personal growth and development.
Weakness of Maslow’s theory
Five levels of need are not always present.
Ordering or importance of needs is not always the same.
Cultural differences can impact the ordering and salience of work.
Contributions of Maslow’s Theory
Identified and categorized individual needs.
Emphasized importance of needs to motivation.
The ERG Theory (Alderfer)
People’s needs are grouped into three overlapping categories—existence, relatedness, and growth.
ERG Theory collapses Maslow’s hierarchy into three levels:
Existence needs
Relatedness needs
Growth needs
Existence needs
Physiological and security needs.
Relatedness needs
Belongingness and esteem by others.
Growth needs
Encompass needs for self-esteem and selfactualization.
ERG theory assumes that:
Multiple needs can be operative at one time (there is no absolute hierarchy of needs).
If a need is unsatisfied, a person will regress to a lower-level need and pursue that need (frustration-regression).
The Two-Factor Theory (Herzberg)
People’s satisfaction and dissatisfaction are influenced by two independent sets of factors—motivation factors and hygiene factors.
The Two-Factor Theory assumes
Job satisfaction and job dissatisfaction are on two distinct continuums:
• Motivational factors
• Hygiene factors
Motivation is a two-step process.
Ensuring that the hygiene factors are not deficient and not blocking motivation.
Giving employees the opportunity to experience motivational factors through job environment.
