Motivation final
- 1. Motivation Content Theories and Process Theories
- 2. Content Theories Need Hierarchy Theory Existence Relatedness Growth Theory Motivation-Hygiene Theory Learned Needs Theory
- 3. Abraham Maslow’s Need Hierarchy Theory Physiological Needs Safety Needs Social Needs Esteem Needs Self-Actualization Needs
- 4. Clayton Alderfer’s Existence Relatedness Growth Theory Existence Needs (Physiological and Material Desires) Relatedness Needs (Interpersonal Relationships) Growth Needs (Intrinsic Desire to Grow, Develop, and Fulfill Potential)
- 5. Frederick Herzberg’s Motivation- Hygiene Theory Focuses on identifying factors that arouse either positive or negative attitudes toward work Reported good feelings generally associated with the job itself Reported bad feelings generally associated with the environment surrounding the job
- 6. David C. McClelland’s Learned Needs Theory Need for Achievement (nAch): Wanting to accomplish challenging but attainable goals Need for Affiliation (nAff): Having the desire for friendly and close interpersonal relationships Need for Power (nPow): Wanting to influence others, take control, and change people and situations
- 7. Process Theories Albert Bandura’s Self-Efficacy Theory Victor Vroom’s Expectancy Theory Stacy Adams’s Equity Theory Edwin Locke’s Goal-Setting Theory
- 8. Albert Bandura’s Self-Efficacy Theory Past Performance is the most important source of self- efficacy Vicarious Experience, or seeing someone else succeed, may boost our self-efficacy Verbal Persuasion involves convincing people that they can succeed Emotional Cues—for example, experiencing negative physiological symptoms because one expects to fail
- 9. Victor Vroom’s Expectancy Theory Outcomes: End results of certain work behaviors Expectancy: Strength of belief that job-related effort will result in a certain performance level Instrumentality: Relationship between performance and rewards Valence: Strength of an employee’s preference for a particular outcome or reward
- 10. Stacy Adams’s Equity Theory Argues that employees value the equity, or fairness, of their outcomes by a process of social comparison When these ratios are equal, the employee feels that a fair and equitable exchange exists Inequity can occur in either direction
- 11. Edwin Locke’s Goal-Setting Theory Difficult goals lead to higher performance Specific goals lead to higher performance Goals direct attention, mobilize effort, increase persistence, and motivate searches for performance strategies Feedback is necessary Goal commitment is necessary Individual differences are not related to goal-setting performance