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 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
Diverse employees
Flexibility
Professionals
Money
Promotions
Contingent Workers
Freedom of their temporary status
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
Skill variety
Task identity
Task significance
Autonomy
Feedback
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
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.
Variable compensation plans that pay employees on the basis of some performance measure
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)