MGMT 340 Ch. 5

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MGMT 340 Ch. 5
2010-09-22 05:03:41


Motivation in the Workplace
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  1. Define Motivation
    The forces within a person that affect his or her direction, intensity, and persistence of voluntary behavior
  2. Define Needs
    Deficiencies (biological, psychological, social) that energize or trigger behaviors aimed at satisfying these deficiencies, or needs

    Unfulfilled needs, if strong enough, create a tension within us that influence us to act

    Needs are typically produced by innate drives or instincts, but can also be produced by learning

    (e.g., we all need to eat, but not everyone needs challenging work to be motivated)

    Slide 67 pg. 135
  3. Maslow’s Needs Hierarchy Theory
    5 categories in a hierarchy, from lower to higher levels. Needs stop motivating when they’re substantially satisfied

    • Physiological
    • Safety
    • Belongingness
    • Esteem
    • Self-Actualization

    Slide 68 pg. 135
  4. Four-Drive Theory (Need)
    • Acquire - to take
    • Bond - Form Relationships
    • Learn - Satisfy Curiosity and Resolve Conflicting Info
    • Defend - Need to protect

    Slide 69 pg. 135
  5. ***McClelland’s Learned Needs Theory***
    • Need for achievement - Desire for challenging and somewhat risky goals, feedback, recognition
    • Need for affiliation - Desire to seek approval, conform, and avoid conflict, Try to project a favorable self-image
    • Need for power - Desire to control one’s environment, Personalized versus socialized power
  6. Expectancy Theory of Motivation
    Effort --> Performance --> Outcome

    Believing that performing at particular level will generate a desired outcome is defined as effort-performance relationship
  7. Valence:
    perceived sat/dissatisfactiontoward outcome
  8. Goals and Goal Setting
    slide 72 pg. 146
  9. Effect Feedback
    • Credible
    • Specific
    • Relevant
    • Timely
    • Sufficiently Frequent
  10. Multisource (360-degree) Feedback
    Evaluated Employee

    Feedback from everyone - customers, supervisors, co-workers, leader, subordinates
  11. Executive Coaching
    Consulting executives to become better managers.
  12. Equity Theory
    Is something fair, equitable, just?

    • Outcome/input ratio
    • inputs -- what employee contributes (e.g., skill)
    • outcomes -- what employee receives (e.g., pay)

    • Comparison other
    • person/people against whom we compare our ratio

    • Equity evaluation
    • compare outcome/input ratio with the comparison other
  13. Reference Groups
    Groups/individuals who provide us with a frame of reference/measuring stick to evaluate our lives or life-specific situations

    When we don’t measure up, we can feel relative deprivation, or lower in value relative to those we are using as a frame of reference
  14. relative deprivation
    When we don’t measure up, we can feel relative deprivation, or lower in value relative to those we are using as a frame of reference