Encouraged hard work on the basis that prosperous workers were more likely to find a place in heaven

Organizational life of a person was founded on the compulsion to work and the power of love

Taylor’s Scientific Management

Basis of conflict between labor and management is the division of the profits.  Labor and management should work together to enlarge total profits.

Smith’s Political Economic Notions

Person’s self-interest is determined by god, not the government.  Employees are most productive when motivated by self-interest.

Classification of Motivation Theories

X theory – set assumptions on how to manage individuals who are motivated by lower order needs.

Y theory – set assumptions on how to manage individuals who are motivated by higher order needs.

A three-level hierarchical need theory of motivation, Existence, relatedness, growth.  You can move up and down the hierarchy.

Allows for movement up and down the hierarchy.  As lower-level needs are satisfied, the desire to have higher-level needs satisfied will increase.  If higher-level needs are not satisfied, the more lower-level need satisfaction is desired.

Manifest needs:learned or acquired needs that are easily perceived:

• achievement
• power
• affiliation.

Hertzberg’s Two-Factor Theory of Motivation

 Hygiene factors and motivation factors, both are work conditions, but each address a different part of an employee’s experience.

Factors that contribute to job dissatisfaction when they are absent:

• company policy and administration
• supervision
• interpersonal relations
• working conditions
• salary
• status
• security

Factors that contribute to job satisfaction when they are present:

• achievement
• recognition of achievement
• work itself
• responsibility 
• advancement
• growth
• salary

Situation in which a person perceives that he or she is receiving less than he or she is giving and vice versa.

Explains motivation in terms of an individual’s perception of the performance process.  

Effort 

Performance

Reward

 Stressor is a person or event that triggers the stress response (causes the stress) and stress is what you feel when you are faced with a stressor.

• Individuals differ in their appraisal of events and people. Perception and cognitive appraisal determines what is stressful.
• Culture affects the perception of stress (something may make others feel more stressed out than it makes you stressed out).

• Confusing and conflicting expectations of a person in a social role create stress. 
• Person-environment fit occurs when one's skills and abilities match a clearly defined set of role expectations.

• Stress results from the discrepancy between the idealized self and the real self-image.
• Discrepancy between the two elements of personality is directly proportional to the amount of stress experienced.

Release of chemical messengers (adrenaline) 

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activation of sympathetic nervous and endocrine (hormone) system 

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triggering of mind-body changes that prepare the person for fight or flight

family demands, child-rearing/daycare arrangements, parental care, workaholism, civic and volunteer work, and traumatic events.

Some stressful activities enhance a person’s ability to manage stressful situations. Stress can provide a needed energy boost.

Indicates that stress leads to improved performance up to an optimum point.

Medical illness, behavioral problems, or work-related psychological disorders.

 Participation problem, performance decrement, or compensation award.

Gender, type a personality, personality hardiness, and self-reliance

Personality characterized by challenge, commitment, and control.  Coping strategies – transformational (managing the stress) and regressive (avoiding the stress).

Having people help you with your tasks and asking them if this is correct or not to allow you to have more confidence.

When you alter the workers job to allow them to have more control in when they can do their tasks and who they work with on those tasks.  This allows the worker to be able to work on their terms so they have less stress.