FBLA HR Management: Motivation Theories

Vocabulary-style flashcards covering the Big 5 Motivation Theories from the FBLA HR Management lecture notes.

Maslow’s Hierarchy of Needs

A theory that human needs are arranged in a pyramid and that lower-level, fundamental needs must be met before an individual can be motivated by higher-level needs.

Physiological Needs

The base level of Maslow’s hierarchy which includes needs like base pay and breaks.

Safety Needs

The second level of Maslow’s hierarchy involving job security and safe conditions.

Social/Belonging Needs

The third level of Maslow’s hierarchy focusing on teamwork and culture.

Esteem Needs

The fourth level of Maslow’s hierarchy including recognition and titles.

Self-Actualization

The top level of Maslow’s hierarchy involving autonomy and mastering a skill.

Herzberg’s Two-Factor Theory

Also known as Motivation-Hygiene Theory, it argues that satisfaction and dissatisfaction are driven by two separate sets of factors.

Hygiene Factors

Elements that prevent dissatisfaction but do not motivate, such as money, base pay, company policies, and working conditions.

Motivators

Elements that drive performance and create satisfaction, such as challenging work, recognition, responsibility, and personal growth.

Vroom’s Expectancy Theory

A theory stating that motivation is a math equation where employees are only motivated if they believe their effort leads to a result with a desired reward.

Expectancy

The component of Vroom's theory represented by the question: "If I work hard, can I hit the target?"

Instrumentality

The component of Vroom's theory represented by the question: "If I hit the target, will management actually give me the bonus?"

Valence

The component of Vroom's theory referring to how much an employee cares about a specific reward.

Expectancy Theory Equation

$$\text{Motivation} = \text{Expectancy} \times \text{Instrumentality} \times \text{Valence}$$

McGregor’s Theory X

A management view that employees are inherently lazy, dislike work, and must be strictly controlled, micromanaged, or threatened with punishment.

McGregor’s Theory Y

A management view that employees naturally want to work, seek out responsibility, and can be self-directed and creative if given the right environment.

McClelland’s Acquired Needs Theory

A theory suggesting people are driven by three specific, learned needs: Achievement, Affiliation, and Power.

Need for Achievement (nAch)

Driven by solving complex problems, hitting goals, and receiving regular feedback.

Need for Affiliation (nAff)

Driven by feeling liked, accepted, and working collaboratively in a team.

Need for Power (nPow)

Driven by wanting to influence others, lead, and control their environment.