2. Luke: “I don’t believe it.”
Yoda: “That is why you fail.”
The Empire Strikes Back
3. Refers to the processes that account for an
individual’s intensity, direction, and persistence of
effort towards attaining a goal.
4. Maslow’s Hierarchy of Needs
Theory X and Theory Y
Two-Factor Theory
McClelland’s Theory of Needs
5.
6.
7.
8. ● Need for achievement is the drive to excel, to
achieve in relationship to a set of standards.
● Need for power is the need to make others
behave in a way they would not have otherwise.
● Need for affiliation is the desire for friendly
and close interpersonal relationships.
9. Self-determination theory
Goal-Setting Theory
Self-Efficacy Theory
Reinforcement Theory
Equity Theory/Organizational Justice
Expectancy Theory
10. A theory of motivation that is concerned with the
beneficial effects of intrinsic motivation and the
harmful effects of extrinsic motivation.
People prefer to feel they have control over their
actions, so anything that makes a previously
enjoyed task feel more like an obligation than a
freely chosen activity will undermine motivation.
11. A theory that says that specific and difficult goals,
with feedback, lead to higher performance.
MBO: A more systematic way to utilize goal-
setting is with management by objectives (MBO),
which emphasizes participatively set goals that are
tangible, verifiable, and measurable.
12. An individual’s belief that he or she is capable of performing
a task.
Four ways through which self-efficacy can be increased.
Enactive mastery
Gaining relevant experience with the task or job.
Vicarious modeling
Becoming more confident because you see someone else
doing the task.
Verbal persuasion
Becoming more confident because someone convinces
you.
Arousal
Energized state.
13. A theory which says that behavior is a function of its
consequences.
Positive Reinforcement
Offering attractive consequences for desirable performance.
Negative Reinforcement
The employee displays desirable behavior in order to avoid the
negative consequence.
Extinction
Reducing undesirable behavior by withholding reinforcement
when the behavior occurs.
Punishment
An undesirable consequence for undesirable behavior.
14. A theory that says that individuals compare their job
inputs and outcomes with those of others and then
respond to eliminate any inequities.
Inputs include, effort, experience, education, competence.
Outcomes include, salary levels, raises, recognition.
Employees compare their outcome–input ratio with that
of relevant others.
Equity
Underrewarded
Overrewarded
15. An overall perception of what is fair in the workplace,
composed of distributive, procedural, and interactional
justice.
Distributive justice: Perceived fairness of the amount
and allocation of rewards among individuals.
Procedural justice: Perceived fairness of the process
used to determine the distribution of rewards.
Interactional justice: Perceived degree to which an
individual is treated with dignity, concern, and respect.
16. Effort-performance relationship: When an individual
perceives that exerting a given amount of effort will lead to
performance.
Performance-reward relationship: Performing at a
particular level will lead to the attainment of a desired outcome.
Rewards-personal goals relationship: The degree to
which organizational rewards satisfy an individual’s personal
goals or needs.
17.
18. Skill variety is the degree to which a job requires a
variety of different activities so the worker can use a
number of different skills and talent.
Task identity is the degree to which a job requires
completion of a whole and identifiable piece of work.
Task significance is the degree to which a job affects
the lives or work of other people.
Autonomy is the degree to which a job provides the
worker freedom, independence, and discretion in
scheduling work.
Feedback is the degree to which carrying out work
activities generates direct and clear information about
your own performance.
19. Flextime
Flexible work hours.
Job Sharing
An arrangement that allows two or more individuals
to split a traditional 40-hour-a-week job.
Telecommuting
Working from home at least two days a week on a
computer that is linked to the employer’s office.
Virtual Office
20. Different types of variable-pay programs can
increase employee motivation.
What to pay employees.
How to pay individual employees.
What benefits and choices to offer.
How to construct employee recognition programs.
21. The process of initially setting pay levels entails
balancing internal equity and external equity.
Internal Equity
Job evaluation
External Equity
Pay surveys
22. Piece-rate pay plan: Fixed payment per unit production.
Merit-based pay plan: Payment based on performance
appraisal ratings.
Bonus: A pay plan that rewards employees for recent
performance rather than historical performance.
Skill-based pay: Paying on the basis of how many skills
employees have or how many jobs they can do.
Profit-sharing plan: Distributing compensation based on
some established formula designed around company’s
profitability.
Gainsharing: A formula-based group incentive plan
giving rewards on the basis of the group’s productivity..
Employee stock ownership plan: A company-established
benefits plan in which employees acquire stock as part of
their benefits.
23. Flexible benefits: A benefits plan that allows
each employee to put together a benefits package
individually tailored to his or her own needs and
situation.
24. Employee recognition programs range from a
spontaneous and private thank-you to widely
publicized formal programs.
Financial incentives may be more motivating in
the short term, but in the long run it’s nonfinancial
incentives.
Editor's Notes
Abraham Maslow
Albert Bandura
High self-efficacy
Low self-efficacy