Motivation Theories and Applications – Week 8

Vocabulary flashcards covering key motivation theories, concepts, and workplace applications discussed in Week 8 lecture.

Motivation

The internal force that energizes people to act, directs behavior toward goals, and sustains effort until goals are reached.

Frederick Taylor’s View

Proposed that workers are primarily motivated by money and material gains.

Elton Mayo’s View

Argued that workers are motivated by interpersonal needs and social relationships.

Need Theories of Motivation

A group of theories suggesting that motivation results from interaction among physiological and psychological needs and the drive to satisfy them.

Maslow’s Need Hierarchy Theory

Proposes five hierarchical needs—physiological, safety, love/belonging, esteem, and self-actualization—that motivate behavior.

ERG Theory

Alderfer’s model condensing needs into Existence, Relatedness, and Growth categories, allowing them to be pursued simultaneously.

McClelland’s Achievement Theory

States that three learned needs—achievement, power, and affiliation—drive workplace behavior and can be measured with the TAT.

Need for Achievement

A desire to excel against a standard of excellence, either task-based, self-based, or relative to others.

Need for Power

The desire to influence, control, or have impact over people or groups.

Need for Affiliation

The desire to establish and maintain warm, friendly relationships with others.

Behavior-Based Theories

Theories emphasizing observable behavioral outcomes as key determinants of work motivation.

Reinforcement Theory

Skinner’s concept that behavior is shaped and maintained by its consequences—reinforcers and punishers.

Positive Reinforcer

Any consequence (e.g., praise, bonus) that increases the likelihood of repeating a behavior.

Negative Reinforcer

Removal or reduction of an unpleasant condition (e.g., deadlines) that increases desired behavior.

Punishment (Motivation Context)

A consequence that decreases the likelihood of a behavior; generally less effective and can create hostility.

Goal-Setting Theory

Locke’s theory that specific, challenging goals and commitment to them produce higher motivation and performance.

SMART Goals

Goals that are Specific, Measurable, Attainable, Relevant, and Time-bound.

Job Design Theories

Approaches focusing on job structure and content as primary motivators.

Herzberg’s Two-Factor Theory

Distinguishes Motivators (job content) that create satisfaction from Hygienes (job context) that prevent dissatisfaction.

Motivators (Herzberg)

Factors like responsibility, achievement, recognition, content of work, advancement, and growth that increase job satisfaction.

Hygiene Factors

Contextual elements such as company policies, supervision, relations, working conditions, and salary whose absence causes dissatisfaction.

Job Characteristics Model

Hackman & Oldham’s model stating that five core job characteristics influence three psychological states leading to motivation.

Skill Variety

Degree to which a job requires different skills and abilities.

Task Identity

Degree to which a job involves completing a whole, identifiable piece of work.

Task Significance

Extent to which a job has substantial impact on others inside or outside the organization.

Autonomy

Degree of freedom and independence employees have in scheduling and performing tasks.

Feedback (Job Design)

Information provided to employees about the effectiveness of their performance.

Rational/Cognitive Theories

Theories viewing workers as rational decision makers who weigh costs and benefits before acting.

Equity Theory

Adams’s idea that employees seek fairness between their inputs (e.g., effort) and outcomes (e.g., pay) compared to others.

Inputs (Equity Theory)

Contributions such as experience, education, energy, and effort that employees bring to a job.

Outputs (Equity Theory)

Rewards employees receive, including pay, benefits, recognition, and interesting work.

Underpayment Inequity

Perception that one’s inputs exceed outcomes, leading to reduced motivation or attempts to restore balance.

Overpayment Inequity

Perception that one’s outcomes exceed inputs, motivating changes like working harder or re-evaluating comparisons.

Expectancy Theory

Vroom’s VIE model proposing that motivation equals Expectancy × Instrumentality × Valence.

Valence

The value or attractiveness an individual places on a reward or outcome.

Instrumentality

Belief that successful performance will lead to the desired outcome.

Expectancy (VIE)

Belief that a given level of effort will result in a certain level of performance.

Pay Incentive Plans

Monetary, goods, services, or privileges designed to enhance productivity and reduce absenteeism and tardiness.

Job Redesign

Motivational change program altering job structure to raise intrinsic satisfaction and allow self-set goals.

Behavior Modification

Use of rewards and punishments to increase or decrease specific workplace behaviors.