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Maslow's Hierarchy of Needs

1. Physiological needs (basic like food & water)

2. Security needs

3. Love or social needs

4. Esteem needs

5. Self-actualization (desire to develop capabilities to fullest)

Herzberg two-factor theory

2 basic, independent needs, not 5 hierarchical ones

1. hygiene (Maslow's physical & security needs)

2. motivator (Maslow's social, esteem, and self-actualization needs)

Vroom's VIE Expectancy Theory

Valence - strength of a person's preference for a particular outcome

Instrumentality - perceived relationship between performance & attainment of a particular outcome

Expectancy - perceived relationship between effort and performance

Dissonance Theory

suggests that tension exists when individuals hold incompatible thoughts, assumes that individuals will always seek some sense of balance & will direct their behavior toward seeking and maintaining that balance

Equity Theory

people compare themselves to others

Goal-setting theory

setting goals motivates people, feedback loop between results and intermediate stages is important (theories that require a feedback loop are known as central theories)

Motivational Trait Questionnaire

measures 6 aspects of general motivation (desire to learn, mastery, competitiveness, worry, emotionality, other referenced goals)

Performance = ?

(ability * motivation) + situation

Where can motivation be observed?

1. choices individuals make (direction)

2. amount of effort put forth (vigor, intensity)

3. amount of time (duration, persistence)

Distal external influences on goals

1. national culture - societal factors that shape how individuals see the world

2. organizational culture - work norms and values

3. compensation systems - how people get paid, important for reinforcement

Proximal external influences

1. job characteristics - variety, identity, etc..

2. work characteristics - motivational, social, contextual

Distal Person Influences

1. needs & motives - Maslow - need for achievement, competence, and nurture

2. values

3. personality - goal orientation, Big 5

4. gender - communal vs. agency (power)

Proximal Personal Influences

1. valence, instrumentality, expectancy

2. self-efficacy

3. goal commitment

4. intrinsic/extrinsic motivational scale

3 components of performance management

1. definition of performance

2. actual measurement process

3. communiciation between supervisor and subordinate about individual behavior and organization's expectations

Campbell's determinants of job performance

1. declarative knowledge

2. procedural knowledge & skill

3. motivation

task performance vs organizational citizenship behavior (OCB)

doing just what is expected vs going beyond what is expected

central tendency error

raters tend to choose a point on a scale closer to the middle than the extreme

leniency-severity error

raters are too harsh or too lenient in their ratings

halo error

having one positive quality makes the rater assume that all your traits are positive

fidelity

extent to which task trained is similar to task required by job

team inputs

1. organizational context - provide necessary resources

2. team composition

3. team task

4. team diversity

team processes

1. norms - informal rules of a team

2. cohesion

3. communication & coordination

4. decision making

team outputs

1. team performance

2. team innovation

3. team member well-being

4 strategies for team training

1. cross-training

2. team coordination training

3. team leader training

4. guided team self-correction training

team diversity

demographic & psychological

teams & culture

teams tend to be well-received in collectivistic cultures

Hofstede's implications for teams:

1. individualism vs collectivism

2. long-term vs short-term

2 major types of behavior

1. consideration

2. initiating structure

Hersey & Blanchard theory

Proposed leadership depended in part on maturity of subordinate

Consequences of participation: Vroom-Yetton Model

Decision rules regarding participation

Assumes that one of most important duties of leader is to make decisions

Suggests way to choose a decision-making strategy

Implication that group decision-making is not always appropriate

leadership-member exchange theory

leaders adopt different behaviors for different subordinates

motivation to lead

1. power motive

2. activity inhibition - describes person who is not impulsive

3. affiliation need - need approval from others

strategies of political leaders who transform followers

1. inspiration motivation

2. idealized influence

3. intellectual stimulation

4. individualized consideration

Charismatic leadership theory

1. in a crisis situation, followers perceive charismatic characteristics in an individual and accept that person as a leader

2. certain leader behaviors (use of innovative strategies) contribute to a charismatic aura