MOTIVATION - Mind Map

MOTIVATION

FOUR Early Theories of Motivation (1950s & 1960s)

Maslow's Hierarchy of Needs Theory

Physiological

Safety

Social

Esteem

Self-Actualization

McGregor's Theory X and Theory Y

Theory X

A negative view of people that assumes employees dislike work, are lazy, avoid responsibility, and must be coerced to work

Assumptions believe that workers must be controlled and threatened with punishment (Allio, 2009)

Theory Y

A positive view that assumes employees are creative, enjoy work, seek responsibility, and can exercise self-direction

Assumptions contribute positively toward more participative decision-making, ultimately benefitting the organization (Russ, 2011)

Herzberg's Two-Factor Theory

Herzberg's motivation theory, which proposes that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction

Motivators

Factors that increase job satisfaction and motivation

Hygiene Factors

Factors that eliminate job dissatisfaction but don't motivate

McClelland's Three-Needs Theory

McClelland's theory, which says that three acquired (not innate) needs achievement, power, and affiliation are major motives at work

Need for achievement (nAch)

The drive to succeed and excel in relation to a set of standards

Need for power (nPow)

The need to make others behave in a way that they would not have behaved otherwise

Need for affiliation (nAff)

The desire for friendly and close interpersonal relationships

The process by which a person's efforts are energized, directed, and sustained toward attaining a goal

According to Pinder (1988 in Ambrose & Kulik, 1999) work motivation may be regarded as a set of internal and external forces that initiate work-related behavior, and determine its form, direction, intensity and duration.

The willingness of an individual to do something and conditioned by actions to satisfy needs (Whiseand and Rush, 1988)

Something that energized individuals to take action and which is concerned with the choices the individual makes as part of his or her goal-oriented behaviour (Wregner and Miller, 2003)

Equity Theory

The theory that an employee compares his or her job's input-to-outcome ratio with that of relevant others and then corrects any inequity

In equity theory, motivation is affected by the individual perception of being treated fairly in comparison to others. (Miner, 1980)

Referent

The persons, systems, or selves against which individuals compare themselves to assess equity

Distributive Justice

Perceived fairness of the amount and allocation of rewards among individuals

Procedural Justice

Perceived fairness of the process used to determine the distribution of rewards

Motivational Requirements of Unique Groups of Workers

Diverse employees

Flexibility

Professionals

Money

Promotions

Contingent Workers

Freedom of their temporary status

Goal-Setting Theory

The proposition that specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals.

Specific goals, accompanied by challenging performance targets are likely to improve performance results as compared to simple and ambiguous goals. The setting of goal by itself gives some kind of emotional urgency, and capable to provoke energy and attention. (Locke & Latham, 2006)

Goals

Specific

Difficult

Committed to Achieving

Goals are public

Individual has internal locus of control

Self-set goals

Accepted

Participation in Setting

Motivation (intention to work toward goal)

Self-Efficacy

National Culture

Self-Generated Feedback on Progress

Higher Performance Plus Goal Achievement

FIVE core job dimensions

Skill variety

Task identity

Task significance

Autonomy

Feedback

Expectancy Theory

The theory that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual

THREE variables or relationships

Expectancy or effort-performance linkage

Instrumentality or performance-reward linkage

Valence or attractiveness of reward

Open-book Management

A motivational approach in which an organization's financial statements (the "books") are shared with all employees

Nikzad and Maryam (2012) describe open-book management as information sharing between top management and employees.

Nnaji et al (2019) defined it as a managerial philosophy that requires those in the top management level to share financial, operations, and any other required information with everyone, and train them to understand the shared information, as well as empower them to use the shared information in decision-making.

Pay-for-performance Programs

Variable compensation plans that pay employees on the basis of some performance measure

Employee Recognition Programs

Programs that consist of personal attention and expressions of interest, approval, and appreciation for a job well done

Involves both monetary as well as non-monetary programs (McAdams, 1995)

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