1. Equity Theory
1.1. Def
1.1.1. The theory that an employee compares his or her job’s input-outcomes ratio with that of relevant others and then corrects any inequity
1.2. Referent
1.2.1. The persons, systems, or selves against which individuals compare themselves to assess equity
1.3. Distributive Justice
1.3.1. Perceived fairness of **the amount and allocation** of rewards among individuals
1.4. Procedural Justice
1.4.1. Perceived fairness of **the process** used to determine the distribution of rewards
2. Goal-Setting Theory
2.1. Def
2.1.1. Specific goals increase performance
2.1.2. Difficult goals, when accepted, result in higher performance
2.2. Self-Efficacy
2.2.1. An individual’s belief that he or she is capable of performing a task
3. How Does Job Design Influence Motivation?
3.1. Job Design
3.1.1. The way tasks are combined to form complete jobs
3.2. Job Characteristics Model (JCM)
3.2.1. A framework for analyzing and designing jobs that identifies five primary core job dimensions, their interrelationships, and their impact on outcomes
3.3. Job Enrichment/Enlargement
3.3.1. where employees are given more responsibility and autonomy in their tasks, especially in areas related to planning, organizing, and evaluating their own work
3.3.2. It is aimed at increasing job satisfaction by allowing employees to take on more challenging tasks and have greater control over how they accomplish their work.
3.4. 5 core job dimensions
3.4.1. Skill variety
3.4.2. Task identity
3.4.3. Task significance
3.4.4. Autonomy
3.4.5. Feedback
4. Expectancy Theory (Lý thuyết kì vọng)
4.1. An individual tends to act in a certain way, based on
4.1.1. the expectation that the act will be followed by a given outcome
4.1.2. the attractiveness of that outcome to the individual
5. Motivating a Diverse Workforce
5.1. Compressed Workweek
5.1.1. A workweek in which employees work longer hours per day but fewer days per week
5.2. Flexible Work Hours (flextime)
5.2.1. A scheduling system in which employees are required to work a certain number of hours per week but are free, within limits, to vary the hours of work
5.3. Job Sharing
5.4. Telecommuting
5.4.1. A job approach in which employees work at home but are linked by technology to the workplace
5.5. Open-Book Management
5.5.1. An organization’s financial statements are shared with all employees
5.6. Employee Recognition Programs
5.6.1. Programs that consist of personal attention and expressions of interest, approval, and appreciation for a job well done
5.7. Pay-for-Performance Programs
5.7.1. Variable compensation plans that pay employees on the basis of some performance measurement
6. What is Motivation?
6.1. The process by which a person’s efforts are energized, directed, and sustained toward attaining a goal
6.2. Individuals differ in motivational drive
6.2.1. Each person is driven by different factors (intrinsic or extrinsic) and has different levels of motivational energy.
6.3. Overall motivation varies from situation to situation
6.3.1. A person's motivation can fluctuate depending on the context, environment, and particular situation they're facing.
7. Three Elements of Motivation
7.1. Energy
7.1.1. a measure of intensity or drive
7.2. Direction
7.2.1. High levels of effort don’t necessarily lead to favorable job performance unless the effort is channeled in a direction that benefits the organization
7.3. Persistence
7.3.1. when employees persist in putting forth effort to achieve those goals
8. Maslow’s Hierarchy of Needs Theory
8.1. 5 NEEDS
8.1.1. Physiological needs
8.1.1.1. These are the basic survival needs, like food, water, shelter, sleep, and air
8.1.2. Safety needs
8.1.2.1. Once physiological needs are satisfied, people seek security and stability. This includes physical safety, financial security, and health stability.
8.1.3. Social needs
8.1.3.1. This level is about belonging and social connections. People need relationships, friendships, love, and community to feel emotionally fulfilled.
8.1.4. Esteem needs
8.1.4.1. After social needs are met, individuals seek self-esteem and respect from others. This involves gaining confidence, feeling valued, and achieving accomplishments.
8.1.5. Self-actualization needs
8.1.5.1. This is the highest level, where individuals strive to achieve their full potential, personal growth, and creativity. Self-actualization is about becoming the best version of oneself.
9. McGregor’s Theory X and Theory Y
9.1. Theory X
9.1.1. a negative view of people that assumes workers have little ambition, dislike work, want to avoid responsibility, and need to be closely controlled to work effectively
9.2. Theory Y
9.2.1. a positive view that assumes employees enjoy work, seek out and accept responsibility, and exercise self-direction
10. Herzberg’s Two-Factor Theory
10.1. Hygiene Factors - Extrinsic factors
10.1.1. Factors that eliminate job dissatisfaction but don’t motivate.
10.1.1.1. Salary
10.1.1.2. Job security
10.1.1.3. Working conditions
10.1.1.4. Company policies
10.1.1.5. Relationships with supervisors and coworkers
10.2. Motivators - Intrinsic Factors
10.2.1. Factors that increase job satisfaction and motivation
10.2.1.1. Achievement
10.2.1.2. Recognition
10.2.1.3. The work itself (interesting, challenging)
10.2.1.4. Responsibility
10.2.1.5. Growth or advancement opportunities