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motivation chapter11
Management Motivation
| Question | Answer |
|---|---|
| motivation | the forces either internal or external to a person that arouse enthusiasm and persistence to pursue a certain course of action |
| motivation2 | the arousal, direction, and persistence of behavior.. employees motivation affects productivity and managers must be the ones to channel motivation |
| Traditional approach | frederick taylor, adam smith, henri fayol.. economic man, incentive pay systems.. people were paid strictly based on the quantity and quality of their work outputs |
| human relations approach | people will work harder when social needs are being met.. Elton Mayo & the Hawthorne Studies.. noneconomic rewards, social needs were more of a motivator than money.. the social man |
| peoples basic needs | food, achievement, friendship, recognition.. these motivates behavior to fulfill the need |
| rewards | intrinsic and extrinsic |
| intrinsic rewards | the satisfactions a person receives in the process of performing a particular action |
| extrinsic rewards | given by another person, typically a manager, which include promotions, pay increases, and bonuses. |
| human resources approach | whole person.. suggests that employees are complex and motivated by many factors.. contributions without being manipulated by economic or social rewards..McGregor- Theory X and theory Y.. maslows hierarchy of needs.. Herzberg Two-Factor theory |
| contemporary approach (focuses on 3 theories) | Content= stress the analysis of underlying human needs Process=concern the thought process that influence behavior, focus on how people seek rewards in work circumstances Reinforcement= focus on employee learning of desired work behaviors |
| Content Theories | Emphasizes the NEEDS that motivate people needs translate into internal drive that motivates behavior in an attempt to satisfy those needs (food, friendship, recognition, achievement) |
| Foundations of Motivation | Traditional Approach Human relations Approach Human Resources Approach Contemporary Approach |
| types of content theories | Heirarchy of needs theory ERG theory Two-factor Theory Acquired needs theory |
| ERG theory | Existence needs- the need for physical well being(bottom) Relatedness needs- the need for satisfactory relationships with others(middle) Growth needs- human potential, personal growth and increased competence |
| Acquired needs theory | certain types of needs are qcquired or learned during an individuals lifetime... not born but learned Need for achievement... Affiliation.. and Power |
| Need for achievement | desire to accomplish something difficult, master complex tasks and surpass others |
| Need for affiliation | desire to form close personal relationships, avoid coflict, and establish warm friendships |
| Need for Power | Desire to influence or control others |
| Hierarchy of needs theory | Physiological needs--> safety needs-->Belongingness needs-->Esteem needs-->Self-actualization needs. |
| Physiological needs | basic human needs.. food water oxygen.. in work its, heat, air and base salary |
| Safety needs | safe and secure physical and emotional environment and freedom from threats... safe jobs, fringe benefits, and job security |
| belongingness needs | reflect the desire to be accepted by ones peers, have friendships, be part of a group, and be loved....good relationship with co-workers, participate in a work group, and have a positive relationship with supervisors |
| esteem needs | relate to the desire for a positive self-image and to receive attention, recognition and appreciation from others..motivation for recognition, increase in responsibility, high status, and credit for contributions |
| self actualization needs | need for self fulfillment, developing full potential, increase in cmpetence, and becoming a better person... opportunity to grow, be creative, and acquire training for challenging assignments and advancement |
| two factor theory | satisfaction= motivators (achievemnt recognition responsibility work itself personal growth) dissatisfiers hygiene needs( working conditions Pay and security company policies supervisors interpersonal relationships) |
| Process theories | Explain how emploees select behaviors with which to meet their needs -equity theory -expectancy theory -goal setting theory |
| Equity theory | Focused on individuals perceptions of how fairly they are treated relative to others.. Evaluated by a ratio of inputs to outcomes The ratio is then compared to others or the group average |
| inputs of Equity theory | education, experience, effort, ability |
| Outcomes of equity theory | pay, recognition, benefits, promotions |
| Reducing percieved inequality | change inputs- reducing effort change outputs- increasing pay and/or benefits distory perceptions- artificially increasing the status to one's job Leave the job |
| Expectancy theory | a process that proposes that motivation depends on individuals expectations about their abilty to perform tasks and recieved desired rewards |
| E --> P expectancy | expectancy that putting effort into a given task will lead to high performance |
| P --> O expectancy | expectancy that successful performance of a task will lead to the desired outcome |
| goal setting theory | challenging goals increase motivation and performane when the goals are accepted by subordinates and these subordinates recieve feedback to indicate their progress toward goal achievement |
| reinforcement theories | looks at the relationship between behavior and its consequences... changing or modifying behavior can be accomplished with rewards and punishment |
| positive reinforcement | pleasant and rewarding consequences following a desired behavir |
| avoidance learning | removal of an unpleasant consequence following a desired behavior.. stop criticizing an emplyee once incorrect behavior has stopped |
| Punshiment | unpleasant consequences following undesirable behavior |
| extinction | withdrawl of a positive reward following undesirable behavior |
| schedules of reinforcement | timing of reinforcement has an impact of the speed of employee learning |
| continuous reinforcement schedule | a schedule in which every occurrence of the desired behavior is reinforced |
| partial reinforcement schedule | a schedule in which only some occurrences of the desired behavior is reinforced |
| Job design | the application of motivational theories to structure of work for improving productivity and satisfaction |
| Job simplification | pursues task efficiency by reducing the number of tasks one person must do |
| Job rotation | systematically moves employees fromone job to another to provide them with variety and stimulation |
| Job enlargement | Combines a series of tasks into one new, broader job to give employees variety and challenge |
| Job Enrichment | Incorporates achievement, recognition, and other high-level motivatiors into work.. job responsibility.. Opportunities for growth, learning... making decisions on how to work |
Created by:
kolby19
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