chapter 5 : motivation - org and managing people

what is the performance equation:

performance = motivation x ability x environment

• job performance is majorly influenced by motivation, ability and environment

define motivation

• desire to achieve a goal or a certain performance level, resulting in goal directed behavior

define intrinsic motivation:

• doing something because you find it inherently enjoyable and not because of external rewards

define extrinsic motivation:

• doing something because of the desirable outcomes such as pay, status, etc

Maslow’s Hierarchy of Needs

• employees are motivated to satisfy their needs

• Maslow outlines that there are different level of needs, and once level is satisfied, it does not serve as a motivator anymore but the next one does until it is satisfied

how does a company satisfy maslow’s Hierarchy of needs

• Physiological and safety = paycheck, insurance, and health benefits

• love and belonging = company outings, having a friendly environment, workplace open to collaboration and communication

• self esteem= promotions, recognition of accomplishments, titles with job status

• self-actualization = growth opportunities on or off the job, and providing interesting but challenging work

define ESG theory:

• modification of Maslow hierarchy of needs

• groups five needs into three : Existence = physiological and safety needs, Relatedness = social needs, Growth = esteem and self= actualization needs

• does not rank needs in order and recognizes more than one need may operate at a time

• when someone is frustrated in their attempts to satisfy one need they nay regress to satisfying another

• developed by clayton Alderfer

Two- factor theory:

• breaks down factors that satisfies employees In the workplace is motivators and dissatisfiers them are hygiene factors

• motivators: intricisc to the job( ex: achievement, recognition, interesting work, increased responsibility, advancement and growth

• hygiene factors: company policy, supervision and relationships, working conditions, salary, security

Acquired-needs theory:

• developled by David McClelland

• individuals have three types of needs as result of their life experience

• Need for achievement: strong needs to be successful

• need for affliction = need to be liked and accepted by others

• need for power= need to influence others and control their environment

what are process based theories;

• views motivation as a rational process

• explains the thought process of individuals who demonstrate motivated behavior

what is equity theory:

• individuals are motivated by a sense of fairness in their interactions

• sense of fairness is a result of social comparisons we make : compare our inputs and outcomes with others people input and outcomes

• is subjective

what are the various reactions to inequality:

• distort perceptions

• increase referents inputs

• reduce own input

• increased own outcomes

• change referent

• leave the situation

• take legal action

equity theory on being overpaid/ over rewarded

over reawared individuals would experience guild and increase their efforts to restore perceptions of equity( not supported by evidence)

different types of personalities that react to inequity

• equity sensitivity = expect to maintain equitable relationships, experience distress when they fell over rewarded or under rewarded

• benevolents = give without waiting to receive much In return

• entitleds - expect to receive substantial compensation for relatively lille input