represents the forces acting on or within a person that cause the person to behave in a specific, goal-directed manner

important factor in achieving high performance

represents an employee's desire and commitment t o perform and is evidenced by his performance

a function of a person's ability level and motivation

Performace=f (ability x motivation)

the person'a natural talent, as well as learned competencies, for performing goal related task

regardless of a person'a competence, alont, it isn't enough to ensure performace at a high level.  the person mush also want to achive a high level of performance

are deficiencies that a person experiences at a particular time (phase 1)

may be phsycological, physiological, or social

1) Empl identifies needs

2) Empl searches for ways to satisfy these needs

3) Empl selects goal-directed behavios

4) Empl reassesses need deficiencies

5) Empl receives either rewards or punishments

6) Empl performs

individuals have a complex set of exceptionally strong needs, that can be arranged in a hierarchy

5 Needs Categories of the Hierarchy:

Physiological, Security, Affiliation, Esteem, SelfActualization

desires for food, water, air, and shelter

the lowest level in Maslow's hierarchy

the desires for feelings of achievement, self worth, and recognition or respect

individuals want others to accept them for what they are

involve individuals realizing their full potential and becoming all that they can become

individuals who strive for __ seek to increase their problem solving abilitites

the three lowest categories of Maslow's hierarchy of needs physiological, security, and affiliation (social)

unless these needs are satisfied, an individual will fail to develop into a healthy person, both physically and psychologically

the 2 highest categories of Maslow's hierarchy of needs: esteem and self-actualization

satisfaction of these needs helps a person grow and develop as a human being

proposed by David McClelland

model of motivation that he believed to be rooted in culture

he argued that everyone has three particularly important needs: for achievement, power, and affilication

behavior toward competition with a standard of excellence

individuals with a high need for this want to do things better and more efficiently that others have done before

the desire to influence individuals and events

there are 2 types of ___: one that is directed toward the organization (insitutional) and one that is directed to ward the self (personal)

the desire to be liked and to stay on good terms with others

uses unstructured pictures that may arouse many kinds of reactions in the person being tested

major goal of this is to obtain the individual's own perception of the world.  

called a projective method because it emphasizes individual perceptions of stimuli, the meaning each individual gives to them, and how each individual organizes them

1) they like to set their own goals.  They are nearly always trying to accomplish something.  Seek the challenge of making tough decisions

2) Avoid selecting extremely difficult goals.  they prefer moderate goals that are neither so easy that attaining them provides no satisfaction or so difficult that attaining them is more a matter of luck than ability

3) Prefer tasks that provide immediate feedback. Because of the goal's importace to them, they like to know how well they're doing.  

4) money has a complex effect.  They usually value their services highly and place a high price tag on them.  Usually self-confident, aware of their abilities and limiatations and thus are confident when they choose to do a particular job.

include the work itself, recognition, advancement, and responsibility

these factors are related to an individual's positive feelings about the job and to the content of the job itself

these positive feelings are in turn, associated with individual's experience of achievement, recognition, and resposibility

INTRINSIC FACTORS

include company policy and aministration, technical supervision, salary, fringe benefits, working conditions, job security, and interpersonal relations

these factors are associated with an individual's negative feelings about the job and are related to the environment in which the job is performed

EXTRINSIC FACTORS

these factors that lead to job satisfaction are not the same as those factors that lead to job dissatisfaction.  Job security, benefits, and feeling safe cannot increase employee job satisfaction, but if these are not present, they can lead to job dissatisfaction

factors external to the job

serve as rewards for high performance only if the organization recognizes high performance

One of the best known approaches to job design

model uses Herzberg's recommendations of ading motivators to a person's job and minimizing the use of hygiene factors

involves increasing the amount of skill variety, task identity, task significance, autonomy, and feedback in a job

The model proposes that the levels of these job characteristics affect 3 critical phychological states:

1) experienced meaningfulnes of the tasks performed

2) eperienced personal responsibility for task outcomes

3) knowledge of the results of task performance

If all 3 are positive, a reinforcing cycle of strong work motivatio based on self-generated rewards is activated

A job without meaningfuless, responsibility, and feedback is incomplete and does not strongly motivate an employee

1) Skill Variety

2) Task identity

3) Task significance

4) Autonomy

5) Job feedback

the extent to which an individual desires the opportunity for self-direction,learning, and personal accomplishment at work

similar concept as Maslow's esteem and self-actualization needs 

individuals with high growth needs tend to respond favorably to job enrichment programs.  they experience greater work satisfaction and are more highly motivated than individuals who are low

include cultural values, organizational policies and administration, technical supervision, salary and benefit programs, interpersonal relations, travel requirements and work conditions

similar to hegiene factors

the delegation to employees of responsibilities and tasks that were formerly reserved for management or staff specialists

one widely used approach for designing enriched jobs

another widely used approach recommended to leaders for designing enriched jobs

combines individual jobs into a formally recognized unit (i.e section, team, or department)

states that individuals are motivated to work when they believe that they can achieve things they want from their jobs

these things may include satisaction of safety needs, the excitement of doing a challenging task, or the ability to set and achive difficult goals

In general, you have your own needs and ideas about what you desire from your work (rewards).  You a t on those needs and ideas when making decisions about thwat organization to joi n and how hard to work

You are not ingerently motivated or unmotivated but rather that motivation depends on the situation that you face and how your responses to these situations ft your needs

in brief, work motivation is determined by yor beliefs regarding effort performance relationships and the desirability of various work outcomes associated with different performance levels.

"I EXERT WORK EFFORT TO ACHIEVE PERFORMANCE THAT LEADS TO VALUED WORKRELATED OUTCOMES"

1) a combination of forces in you and the environment determines behavior

2) you decide your own beavior in organizations, even though many constraints are placed on your individual behavior

3) you and others have different needs and goals

4) you decide among alternatives based on your perceptions of whether a specific behavior will lead to a desired outcome.  you do what you perceive will lead to desired outcomes and avoid doing something that you perceive wil lea to undesirable outcomes

the results of behaviors associated with doing the job itself

they include level of performance, amount of absenteeism, quality of work

the rewards (either positive or negative) that the firstlevel outcomes are likely to produce

include a pay increase, promotion, accpetance by coworkers, job security, reprimands, and dismissal

the belief that a particular level of effort will be followed by a particular level of performance

has value ranging from 0, indicating that you have no chance that a first-level outcome will occur after the behavior, to a +1, indicating certainty that a particular first-level outcome will follow from your behavior

the relationship between first-level outcomes and second-level outcomes

It can have values ranging from -1 to a +1.  A -1 indicates that your attainment of a second-level outcome is inversely related to the achievement of a first-level outcome

A +1 indicates that the first level outcome is positively related to the second level outcome

is an individual's preference for a particular second-level outcome

not the amount of the reward you receive, but what it means to you upon receiving it

Outcomes having a positive ______ include being respected by friends and coworkers, performing meaningful work, job security, etc...

Outcomes having a negative ___ include things that you want to avoid, such as being laid off, being passed over for a promotion, etc....

1) the model tries to predict choice or the amount of effort an individual will expend on one or more tasks

2) the model does not specify which second level outcomes are important to a particular individual in a given situation

3) the model contains an implicit assumption that motivation is a conscious choice process

4) the model works best in cultures that emphasize internal attribution

• Leaders should try to determine the outcomes that each employee values (observe employee reactions to different rewards and ask about the types of rewards they want from their jobs)
• Leaders should define good, adequate, and poor performance in teams that are observable and measurable
• Leaders should be sure that the desired levels of performance set for employees acn be attained
• Leaders should directly link the specific performance they desire to the outcomes desired by employees
• Leaders should never forget that perceptions, not reality, determine motivation

focuses on an individual's feelings of how fairly she is treated in comparison with others

based on the belief that individuals are motivated to maintain a fair, or equitable, relationship between themselves and others and to avoid relationships that are unfair or inequitable

based on the comparison of 2 variables; outcomes and inputs

focuses on the outcomes individuals receive after they have expended effort, time, or other inputs

does not deal with how decisions leading to outcomes were made in the first place

represent what an individual contributes to an exchange

(Age, atendance, interpersonal skills, job effort, level of education, past experience, performance, personal appearance, seniority, social status, technical skills, training)

what an individuals receives from the exchange

ex) salary, responsibility, status symbols, recognition, promotion, job security, challenging job assignments, seniority benefits

causes tension within and among individuals

exists when the perceived ratios of outcomes to inputs are unequal

tension is not pleasurable, so individuals are motivated to reduce it to a telorable level

• increase or decrease their inputs to what they feel to be an equitable level
• change their outcomes to restore equity
• distort their own inputs and ouctomes
• leave the organization or request a transfer
• shift to a new reference group to reduce the source of the inequity
• distort the inputs or outcomes of others

• examines the impact of the process used to make a decision
• refers to the perceived fairnes of the rules, guidelines, and processes for making decisions
• employees will be more motivated to perform at a high level when they perceive as fair the procedures used to make decisions about the distribution of outcomes