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Abraham Maslow hirearchy of needs theory, which proposes that peopl are motivated by five level of needs:
- physiological
- safety
- love
- esteem
- self actualiztion
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maslow suggested that needs are:
never completely satisfied
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Maslows Physiological needs
these are the most basic human phycial needs, in which one is concerned with having food,, clothing, shelter, and comfort and with self-preservation
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maslow's safety needs
these needs are concerned with physical safety and emotional security, so that a personis concernd with avoiding violence and threats
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maslow's love needs
once basic needs and security are taken care of,, people look for love, friendship, and affection
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maslows esteem needs
after they meet their social needs, people focus on such matters as self-respect, status, reputation, recognition, and self-confidence
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maslows self-actualization needs
the hghest level of need, self-actualizaion is self-fulfillment -- the eed to develop one's fullest potential, to become the best one is capable of being
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Clayto Alderfer's ERG theory assumes:
that three basic needs influence behair -- existence, relatedness, and growth
ERG
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ERG's E -- Existence needs
existence needs are the desire for physiological and material well-being
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ERG's R -- relatedness needs
relatedness needs are the desire to have meaningful relationships with people who are significant to us
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ERG's G -- Growth Needs
groth needs are the desire to grow as a human beings and to use our abilities to their fullest potential
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frustration-regression component
alderfer (erg) - higher level needs are frustrated, we will then seek mre intensely to fulfill our lower level needs
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David McClelland - acqured needs theory
which states that three needs -- achievement, affiliation, and power -- are major motives determining people's behavior in the workplace
believes we are NOT born with our eeds, rather we learn them
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McClelland's acquired needs theory -- achievement
"i need to excel at tasks"
this is the desire to excel, to do something better or more efficiently, to solve problems, to achieve excellence in challenging tasks
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McClelland -- acquired needs theory -- affiliation
"i need close relationships"
the desire for friendly and warm relations with other people
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McClelland -- acquired needs theory -- power
"i need to control others"
the desire to be responsible for other people, to influence their behavior or to control them
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McClellands two forms of the need for power
negative - need for personal power - dominate others, manipulating
positive - characteristics of top managers and leaders -- the desire for institutional power, need to solve problems that further organizational goals
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Frederick Hezberg -- two-factor theory
proposed that work satisfaction and disatisfaction arise from two different factors -- work satisfaction from motivating factors and work dissatisfaction from hygiene factors
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Herzbergs theory, the ______ factors are the lower-level needs
hygiene
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Herzbergs theory, the _______ factors are the higher-level needs
motivating
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Process perspectives
are concened with the thought proceses by which people decide how to act with 3 theories
- equity theory
- expectancy theory
- goal-setting theory
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Equity Theory : how fairly do you think you're being treated i relation to others?
focuses on employee perceptions as to how fairly they thik they are being treated compared to others
developed by J. stacy adams
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Key elements in equity theory are:
- inputs
- outputs (rewards)
- comparisons
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equity theory -- inputs
"what do yout hink youre putting into the job"
inputs that people perceive they give to an organization are their time, effort, training, experience, intelligence, creativeity, seniority, status, and so on
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equity theory -- outputs or rewards
"what do you think youre getting out of the job"
outputs are the rewards that peopl eceive from an organization: pay, benefits, praise, recognition, bonuses, promotion, status perquisites, and so on
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equity theory -- comparison
"how do you think your ratio of inputs and rewards compares with those of others
people either perceive there is equity -- they are sastisfied witht he ratio and so t hey dont change their behavior. Or they perceive there is inequity -- they feel resentful and act to ch ange their inequity
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Victor Vroom -- expectancy theory -- suggested that people are motivated by two things:
- 1. how much they want something
- 2. how likely they think they are to get it
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your motivation, according to expectancy theory involves relationship between your
- effort
- your performance
- and the desireability of the outcomes
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Expectancy
the belief that a particular level of effort will lead to a particular level of performance
effort-to-performance expectancy
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instrumentality
is the expectation that successful performance of the task will lead to the outcom desired
performance-to-reward
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valence
the value, the importance a worker asignes to the possible outcome or reward
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Goal Setting theory
suggests that employees can be motivated by goals that are specific and challenging but achievable
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three elements of goal-setting theory
goals must be:
- specific
- challenging
- achievable
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job design (2)
- 1. the division of an organization's work among its employees and
- 2. the application of motivational theories o jobs to increase satisfaction and performance
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3 job design techniques
job simplification - the process of reducing the number of taks a worker performs
job enlargement - consists of increasing the nuber of tasks in a job to increase variety and motivation
job enrichment - consists of bu ilding into a job such motivatig factors as responsibilit, achievement, recognition, stimulating work, and advancement
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reinforcement theory
which attempts to explain behavior change by suggesting that behvior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated
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4 types of reinforcement
- positive
- negative
- extinction
- punishment
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positive reinforcement -
the use of positive consequences to encourage desirable behavior
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negative reinforcement
the removal of unpleasant consequences following a desired behavior
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extinction
the withholding or withdrawal of positive rewards for desireable behavior, so that the behavior is less likely to occur in the future
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punishment
the application of negative consequences to stop or change undesirable behavior
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