Motivation

Organizational Behaviour Chapter Motivation

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Motivation by Mind Map: Motivation

1. Theories of motivation

1.1. Maslow's hierarchy of needs

1.1.1. self-actualization Esteem Social-belongingness Safety-security physiological

1.2. Herzberg's Two factor theory / (motivation-hygience theory)

1.2.1. "what do people want from their job?" . This theory is fundamentally connected with job satisfaction.

1.2.1.1. satisfaction

1.2.1.2. dissatisfaction

1.3. McClelland's Theory of needs = theory that achievement, power and affiliation are three important of needs that helps motivation.

1.3.1. achievement = achieve set if standards

1.3.2. power = need to make other behave

1.3.3. affiliation = need to establish friendly and close relay.

1.4. Contemporary Theories = represent modern ideas in explaining employee motivation.

1.4.1. Content-Based

1.4.1.1. Self-corcondance theory = consider how strongly people's reasons for pursuing goals are consistence with their interets.

1.4.1.1.1. basic physiological needs

1.4.1.1.2. performance is less affected when extrinsic rewards are used when it clear and noticeable

1.4.1.2. Expectancy Theory = theory that explains how people choose actions based on their expectations of the outcomes.

1.4.1.2.1. Cognitive evaluation theory = when people are paid for job, it feels less like something they want to do but more like to something they have to do.

1.4.1.3. Regulatory focus theory = people differ in the way they regulate their thought and behaviour.

1.4.1.3.1. promotion focus = aim for success and progress and pursue circumstances that bring them closer to their objectives.

1.4.1.3.2. prevention focus = aims for fulfill duties and avoid conditions that pull them away from goals.

1.4.1.4. job engagement = investment of employee's phsyical, cognitive and emotional energies into job performance.

1.4.2. Context-Based

1.4.2.1. reinforcement theory = behaviour is function of its consequences.

1.4.2.2. Operant conditioning theory = people learn behave to get something they want or avoid something they don't want.

1.4.2.3. Social-learning Theory = people learn from someone action or direct experience.

1.4.3. Process-Based

1.4.3.1. Expectancy Theory = theory that explains how people choose actions based on their expectations of the outcomes.

1.4.3.1.1. Effort-performance relationship

1.4.3.1.2. Performance-reward relationship

1.4.3.1.3. Reward-personal goals relationship

1.4.3.2. Goal-Setting Theory = intentions to work toward goals that major motivation and lead higher performance.

1.4.3.2.1. Goal origins = self-set goals can lead to greater employee satisfaction.

1.4.3.2.2. Goal characteristic = Specific goal increase performance

1.4.3.2.3. factor that influence goals-performance

1.4.3.2.4. implementing goals setting

1.4.3.3. Self-efficacy Theory = Individual's belief that he/she is capable pf performing task.

1.4.3.3.1. Increase self-efficacy

2. is a process that explain a person's intensity, direction and persistence of effort to achieve goal.

3. 3 key elements of motivation

3.1. intensity

3.1.1. how hard a person tried

3.2. direction

3.2.1. to do something that will give benefits outcome

3.3. persistence

3.3.1. measure how long a person can maintain effort

4. Organizational Justice

4.1. Equity Theory = explains how people assess the fairness of the distribution of resources.

4.1.1. employees who perceive inequity will make one of six choice

4.1.1.1. Change inputs = if underpaid or overpaid

4.1.1.2. Change outcomes = paid in piece-rate basis can increase their pay.

4.1.1.3. Distort perception of self = realized that i work a lot harder than everyone else

4.1.1.4. Distort perception of others = aisha's job isn't desirable

4.1.1.5. Choose different referent = i may not enought change to i am doing a lot better now.

4.1.1.6. Leave the field = quit the job.

4.1.2. Input ( skills, efforts and time) = Output ( Reward )

4.2. Distributive Justice = perceived fairness of outcomes

4.3. Procedural Justice = perceived fainess of process used to determine outcome

4.4. Interactional Justice = sensitivity to the quality of interpersonal treatment.