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8/15/2019 7. Motivation Concepts
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hierarchy of neeMaslow’s
hierarchy of fiveneeds—physiolosocial, esteem, aselfactualizationneed is substantnext need becom
Lower-order needs: Needs thatare satisfied externally, such asphysiological and safety needs.
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Maslow’s Need Theory
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managers assume employees cawork as being as natural as rest play, and therefore the average pcan learn to accept, and even seresponsibility.
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two-factor theory A
theory that relatesintrinsic factors tojob satisfaction andassociates extrinsicfactors withdissatisfaction.
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Criticisms of Herzberg’s #>.2@/
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Two factor themotivation - hy
two-factor theory A theory that relates intrinsicfactors to job satisfaction and associates extrin
factors with dissatisfaction.
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McClelland’s Theory of '..E1
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Best Support for McClelland’s Theory
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CONTEMPORARY THEORIES they represent the current state of th
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,.8;IJ.:.@9534:523(#>.2@/
CONTEMPORARY THEORIES they represent the current state of themployee motivation.
self-determination theory: A theory of motivation that is concerned with the
beneficial effects of intrinsic motivation and the harmful effects of extrinsic motiv
cognitive evaluation theory: A version of self-determination theory which holds that allocating extrinsic rewardbehavior that had been previously intrinsically rewarding tends to decrease the ovlevel of motivation if the rewards are seen as controlling.
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[email protected] N2O *3D4D.9.3:
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P248I,.::53D(#>.2@/(
goal-setting theory A theory that says
that specific and difficult goals, with
feedback, lead to higher performance
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Management by objectives (MBO) A
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g y j ( )encompasses specific goals, particiexplicit time period, with feedback o
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L"10*#",2+,1+&%In addition to feedback,
three other factors
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Gasincogode
noain (shth (ac
increases self-efficacy. Arousal leads to an
energized state, so theperson gets “psyched up”
and performs better.
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(also known as social cognitive theory or social learning thto an individual’s belief that he or she is capable of perform
gaining relevant exptask or job.
becombecauselse do
Vicarioeffectivyourseperson
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have the skills necessary to besuccessful.
increases self-efficacy. Arousal leads to an
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behaviorism , which argues that behavior followsstimuli in a relatively unthinking manner
Reinforcement theorists see behaenvironmentally caused.
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Proposing that an individual’s purposes d
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Much of what we have learned comes from watching mo
film and television performers, bosses, and so forth. Thisboth observation and direct experience is called social-le
Models are central to the social-learning viewpoint. Four influence on an individual:
1. Attentional processes. People learn from a model onlyand pay attention to its critical features. We tend to be mby models that are attractive, repeatedly available, importo us in our estimation.
2 Retention processes A model’s influence depends on
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*QK5:/(#>.2@/
A theory that says that individuals compare their job inputs and outcomes with thoseand then respond to eliminate any inequities.
The referent an employee selects adds to the complexity of equity theory .There are four referent comparisons:
1. Self–inside. An employee’s experiences in a different position inside the employecurrent organization.
2. Self–outside. An employee’s experiences in a situation or position outside the em
current organization.
3. Other–inside. Another individual or group of individuals inside the employee’s org
4. Other–outside. Another individual or group of individuals outside the employee’sorganization.
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$968574:5231 ;2@ !2:5)% 7%8 1* %4.%21"#28 1)%*&8
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