Motivation Flashcards

HIERARCHY OF NEEDS

The hierarchy of motivation was developed by Abraham Maslow - he viewed human motivation as a hierarchy of five (5) needs. They are

Self-actualization needs

Lower-order needs:

a.) Physiological Needs
b.) Safety Needs

Higher-order needs:

a.) Social Needs/Affiliation Acceptance

b.) Self Esteem
c.) Self-Actualization

The difference was that higher-order needs are satisfied internally, while lower-order needs are predominantly satisfied externally. Maslow's classification is that, in times of economic prosperity almost all permanent employed workers have their lower-order needs substantially met. This means that it is the higher-order needs that may have the highest relevance from a motivational point of view for today's employees.

VARIOUS LEADING THEORIES OF MOTIVATION (CONTEMPORARY THEORIES OF MOTIVATION) The various leading theories have been sorted into

Five (5) categories.
1.Need theory
2.Reinforcement theory
3.Equity theory
4.Expectancy theory and
5.Goal setting theory

However, the above theories are categories into

two major groups. They are the

Content and Process theories: Both theories compliment rather than compare with one another.

Content theory offers ways to profile or analyze individuals to identify the needs that motivate their behaviors.

The content theories are more directly linked with job satisfaction than with work efforts.

The Process Theory and reinforcement theory will assist this understanding.
Process theories seek to understand the thought process that take place in the minds of people that act to motivate behavior.

They are directly concerned with work efforts and their work performance application.

Goal Setting theory, Equity theory and Expectancy theory are three (3) well-known process theories. These theories attempt to explain why people choose to behave in a certain way and the reasons they react as they do.

OTHER STUDIES TO THE NEED THEORY
Three 3 Needs theory proposed by John W. Atkinson
The need for achievement.
The need for power.
The need for affiliation or close association with others.

David McClellan's acquired Needs theory
The need for achievement (Achievements)-desire to undertake something better or more efficiently to solve problems or to master complex tasks.
The need for affiliation (Affiliations) - desire to establish and maintain friendly and warm relation with others.
The need for power (Power & Orders)-desire to control others to influence their behaviors, or to be responsible for others.

Frederick Herzberg's two-factor theory

1. The motivation hygiene theory distinguishes between sources of work dissatisfaction ( hygiene factors) and satisfaction ( motivation) it is also known as the two factor theory.
   
2. 2. Dissatisfaction (hygiene factors) included salary, working conditions and company policy will all which allocated the context in which work was conducted. Many individual policies to be major cause of inefficiency and ineffectiveness.
3. Satisfiers (motivation factors) include achievement, recognitions, responsibility and advancement all related to their job content and the reward of work performance and appraisals.

PROCESS EQUITY THEORY
Equity theory is a theory of motivation. It emphasizes the roles play by an individual embodied in the equity or the fairness of rewards and punishment in determining his/her performance and satisfaction. Equity can be defined as a ratio between the individual's job inputs (such as efforts or skills) and job rewards

(Such as pay or promotions). Individuals are motivated when they are experiencing satisfactions with what they received from an effort in proportion to the effort they apply. At the extreme, feelings of inequity may lead to reduced performance or job turnover.

Example, reduce the inequity by exerting less effort.

EXPECTANCY THEORY
Expectancy theory also a process theory of motivation, it says that people choose how to behave from among alternatives courses of behavior, based on their expectations of what there is to gain from each behavior.

There are four assumptions about behavior in organizations on which the expectancy approach is based.
~Behavior is determined by a continuation of individuals and environmental factors or forces

Individuals make sound decision about their behavior in the organizations
Individuals have different needs, desires and goals.
Individuals decide between alternatives behaviors on the basis of their expectations that a given behavior will lead to a desired outcome.

These assumptions become the basis for the expectation needed by individuals.
Note: Expectancy is the probability according to Expectancy Theory, high motivation results from high levels of expectancy, and performance/Valence, (reference Contemporary Management by Gareth R. Jones/Jennifer M. George-page 462-Valence).

REINFORCEMENT THEORY
An approach to motivation based on the "law of effect"-the idea that behavior with positive consequences tends to be repeated, whilst behavior with negative consequences tends not to be repeated. It involves people's memory of past stimulus response- consequences. Reinforcement theory, like expectancy theory, is a way to link motivation and behaviors.

BEHAVIOR MODIFICATION

Behavior Modification: The use of reinforcement theory to change human behavior. A manager who wishes to change employee behavior must first change the consequences of that behavior.
There are four (4) methods of behavior modification;
1. Positive reinforcement- the use positive consequences to encourage desirable behavior such as raise in salary or praise.
2. Avoidance learning- Learning that occurs when individuals change behavior to avoid or escape unpleasant circumstances such as criticism or a poor evaluation.

3.Extinction- the absence reinforcement for undesirable behavior so that the behavior eventually stops recurring such as starting meeting on time and ignore jokesters.

4. Punishment- the application of negative consequences to stop or correct improper behavior. Common punishment range from criticism to reduced pay and dismissal

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