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Motivation
The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal
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Hierarchy of needs
- Abraham Maslow’s hierarchy of five needs: physiological, safety, social, esteem, and self-actualization
- As each need is substantially satisfied, the next need become dominant
- Physiological needs at the bottom of the pyramid
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Lower-order needs
Needs that are satisfied externally, such as physiological and safety needs
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Self-actualization
The drive to become what a person is capable of becoming
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Higher-order needs
Needs that are satisfied internally, such as social, self-esteem, and self-actualization needs
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Theory X
The assumption that employees dislike work, are lazy, dislike responsibility, and must be coerced to perform
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Theory Y
The assumption that employees like work, are creative, seek responsibility, and can exercise self-direction
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Two-factor theory
- A theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction
- A.k.a. motivation-hygiene theory
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Hygiene factors
- Factors—such as company policy and administration, supervision, and salary—that, when adequate in a job, placate workers
- When these factors are adequate, people will not be dissatisfied
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McClelland’s theory of needs
A theory that states achievement, power, and affiliation are three important needs that help explain motivation
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Need for achievement (nAch)
The drive to excel, to achieve in relationship to a set of standards, and to strive to succeed
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Need for power (nPow)
The need to make others behave in a way in which they would not have bothered otherwise
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Need for affiliation (nAff)
The desire for friendly and close interpersonal relationships
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Self-determination theory
A theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation
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Cognitive evaluation theory
A version of self-determination theory which holds that allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation tends to decrease the overall level of motivation if the rewards are seen as controlling
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Self-concordance
The degree to which peoples’ reasons for pursuing goals are consistent with their interests and core values
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Job engagement
The investment of an employee’s physical, cognitive, and emotional energies into job performance
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Goal-setting theory
A theory that says that specific and difficult goals, with feedback, lead to higher performance
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Management by objectives (MBO)
A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress
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Self-efficacy
An individual’s belief that he or she is capable of performing a task
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Reinforcement theory
A theory that says that behavior is a function of its consequence
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Behaviorism
A theory that argues that behavior follows stimuli in a relatively unthinking manner
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Social-learning theory
The view that we can learn through both observation and direct experience
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Equity theory
A theory that says that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities
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Distributive justice
Perceived fairness of the amount and allocation of rewards among individuals
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Organizational justice
An overall perception of what is fair in the workplace, composed of distributive, procedural, and interactional justice
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Procedural justice
The perceived fairness of the process used to determine the distribution of rewards
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Interactional justice
The perceived degree to which an individual is treated with dignity, concern, and respect
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Expectancy theory
A theory that says that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual
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