motivation
The internal process leading to behavior to satisfy needs.
organizational citizenship behavior
an employee’s effort put forth and commitment to achieve organizational objectives (what managers think motivation is)
performance formula
The relationship between the three interdependent factors of ability, motivation, and resources, stated as: Performance = Ability × Motivation × Resources.*all 3 need to be high
content motivation theories
Theories that focus on identifying people’s needs to understand what motivates them.
maslow’s hierarchy of needs
theory of motivation, which is based on five needs: physiological, safety, social, esteem, and self-actualization.
two factor theory
Theory consisting of Herzberg’s classification of needs as hygienes (lower level needs) and motivators (higher level needs).
-said that providing ppl with higene factors keeps them from being dissatisfied, but doesn’t motivate people
manifest needs theory
Theory of motivation that is primarily McClelland’s classification of needs as achievement, power, and affiliation.
-needs are based on personality and are developed as we interact w the environment
people with high n-ach
wanting to take personal responsibility for actions, seeks challenge, excellence, and individuality.
-give them nonroutine, challenging tasks with goals and fast feedback.
people high n-pow
want to control the situation, competition, low need for affiliation
-give them lots of control in decisions and their job
people high n-aff
social activities, want to belong, want to be liked, usually don’t like to lead.
-let them work as a part of a team, give them praise, they make great mentors
process motivation theories
Theories that attempt to understand how and why people are motivated.
expectancy theory
Vroom’s theory that states that motivation depends on how much people want something and how likely they are to get it: Motivation = Expectancy (can I actually accomplish this?) × Valence (value of reward?).
equity theory
A theory that is based on the comparison of perceived inputs and outputs; primarily Adams’s motivation theory.
reinforcement theory
A theory that states that behavior can be controlled through the use of positive or negative consequences; primarily Skinner’s motivation theory.
intermittent reinforcement 4 scheuldes
- fixed interval: giving a paycheck every week, lunch is at the same time.
- variable interval: giving praise only now and then, surprise inspection.
- fixed ratio: giving a bonus after producing a standard rate.
- variable ratio: give praise for excellent work
steps in giving praise
Popularized by Blanchard and Johnson, the steps in giving praise are: (1) tell the person exactly what was done correctly; (2) tell the person why the behavior is important; (3) stop for a moment of silence; and (4) encourage repeat performance.
objectives
State what is to be accomplished within a given period of time.
management by objectives (MBO’s)
The process in which managers and their employees jointly set objectives for the employees, periodically evaluate the performance, and reward according to the results.
job enrichment
The process of building motivators into the job itself by making it more interesting and challenging; a means of getting job engagement.
job design
The employee’s system for transforming inputs into outputs.
job simplification
The process of eliminating, combining, and/or changing the work sequence to increase performance.
erg theory
alderfer categorized maslow’s hierarchy of needs into 3 categories. existence: physiological and safety needs. relatedness: social needs
growth: esteem and self-actualization
