Human Resource Management: Motivation - Why We Do What We Do

A set of flashcards focused on key terms and concepts related to motivation in Human Resource Management.

Motivation

The psychological processes that cause the arousal, direction, and persistence of voluntary actions towards a goal.

Content Theories

Theories of motivation that assume needs are the most important determinant of an individual's motivation levels.

Process Theories

Theories that propose people are complex and that motivation involves perceptions and cognitive processes.

Maslow’s Hierarchy of Needs

A theory proposing that individuals seek to satisfy needs in a hierarchical order starting from physiological needs to self-actualization.

Alderfer’s ERG Theory

A theory that categorizes human needs into three groups: Existence, Relatedness, and Growth.

McClelland’s Theory of Needs

Proposes three key needs that motivate individuals: Achievement, Power, and Affiliation.

Herzberg’s Two-factor Theory

A theory that divides factors affecting motivation into Hygiene factors and Motivators.

Expectancy Theory

A cognitive theory asserting that individuals are motivated by the expected outcomes of their actions.

Equity Theory

A theory suggesting that motivation is influenced by perceptions of fairness in relation to work inputs and outcomes.

Job Design

The process of determining which tasks and responsibilities should be assigned to specific employees.

Job Enlargement

Increasing the scope of a job by adding more duties and responsibilities.

Job Enrichment

Increasing the depth of a job by adding more responsibilities or tasks that are more engaging.

Job Rotation

Training employees in multiple tasks and switching jobs periodically to enhance satisfaction and understanding.

Hygiene Factors

Factors that do not motivate but can cause dissatisfaction if not adequately addressed; includes salary and work conditions.

Motivators

Factors that are essential for job satisfaction and motivation, such as recognition and responsibility.

Frustration-Regression Tendency

A concept in Alderfer's ERG theory suggesting that if higher needs are frustrated, the desire for lower needs increases.

Theory X

A managerial belief that employees are inherently lazy and require control and direction.

Theory Y

A managerial belief that employees are motivated, seek responsibility, and can be trusted to work independently.

Goal Setting Theory

Suggests that specific and challenging goals lead to higher performance.

Cognitive Theories

Theories focusing on individuals’ perceptions and interpretations that affect their motivation.

Intrinsic Motivation

Being driven by internal rewards such as enjoyment or satisfaction from the task itself.

Extrinsic Motivation

Being driven by external rewards such as money or praise rather than the enjoyment of the task.

Thorndike’s Law of Effect

States that behaviors followed by favorable consequences are likely to be repeated.

Performance-Reward Linkage

The belief that performing at a certain level will lead to desired outcomes.

Valence

The value that an individual places on the outcome or reward of their efforts.

Skill Variety

The degree to which a job requires a variety of different activities and skills.

Task Identity

The degree to which a job requires completion of a whole and identifiable piece of work.

Task Significance

The degree to which a job has a substantial impact on the lives of others.

Autonomy

The degree to which a job allows for individual freedom and discretion in work scheduling.

Feedback

The degree to which individuals receive direct information about their job performance.

Management Implications

Strategies and considerations for managers to motivate employees effectively.

Commitment

A psychological state that binds an individual to a course of action beneficial to the organization.