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This document outlines several theories of motivation discussed in an organizational behavior chapter and lecture, including: 1. Maslow's hierarchy of needs describes physiological, safety, social, esteem, and self-actualization needs from lower to higher order. 2. Herzberg's two-factor theory distinguishes between motivators like achievement that improve satisfaction and hygiene factors like salary that prevent dissatisfaction. 3. McGregor's Theory X and Theory Y propose different views of employee motivation and management styles. 4. Goal-setting theory suggests specific, difficult goals improve performance more than easy or vague goals.
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1. Maslow's hierarchy of needs proposes that people are motivated to fulfill basic physiological needs first before pursuing higher-level needs such as esteem and self-actualization.
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A cognitive process: lets a person make sense of stimuli from the environment• Affects all senses: sight, touch, taste, smell, hearing• Includes inputs to person and choice of inputs to which the person attends• Stimulus sources: people, events, physical objects, ideas• Helps adaptation to a changing environment
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Organizational commitment is defined as a strong desire to remain a member of an organization. Meyer and Allen proposed a three component model of organizational commitment that includes affective commitment, continuance commitment, and normative commitment. High organizational commitment leads to outcomes like high performance, low turnover, low absenteeism, and a supportive organizational climate. Commitment can be enhanced by committing to values, communicating mission, ensuring justice, developing community, and supporting employment development.
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Impression management is the process of controlling how others perceive you through factors like dress, body language, and behavior. The goal is to portray yourself in a way that creates a desired impression. Techniques for impression management include conformity, excuses, apologies, self-promotion, flattery, favors, and association. Effective impression management involves setting goals to change how you present yourself, dressing appropriately, maintaining open body language, and learning skills like handshakes. Impression management plays an important role in social and professional interactions.
Perception, Attitudes, and Personality
This chapter discusses perception, attitudes, and personality. It covers topics like perceptual processes and errors, self-perception including self-concept and self-esteem, social perception including forming impressions of others, and attribution processes. The chapter aims to understand how people perceive themselves and others, form impressions and attitudes, and develop personalities within different cultural contexts.
Personality, attitudes, workplace behavior and motivation ( former)
This document discusses personality, attitudes, workplace behavior and motivation. It covers key topics such as:
- The "Big Five" model of personality traits including agreeableness, conscientiousness, extraversion, emotional stability, and openness.
- How attitudes are formed from the cognitive, affective and behavioral components and the relationship between attitudes and behavior.
- The importance of work ethics which encompasses honesty, pride in work, teamwork, communication and other values; unacceptable behaviors that can negatively impact employment are also addressed.
- Motivation and how an employee's motivation can impact their attitude, behavior and satisfaction in the workplace. Managers are encouraged to clearly communicate expectations, design engaging jobs
Impression management
This document discusses impression management, which is defined as a conscious or unconscious attempt to influence how others perceive a person through controlling the information presented. It discusses tactics like self-enhancement to boost appeal and other-enhancement like flattery. Types include constructive impression management to form identity and strategic impression management to achieve goals. Techniques mentioned include conformity, excuses, apologies, self-promotion, flattery, favors, and association. Research findings show ingratiation tactics universally agreed on include interest, smiling, eye contact and flattery. Impression management is important in organizations, institutions, and for marginalized groups to shape perceptions.
Perceptual process
Perception is the process by which individuals organize and interpret their sensory impressions to understand their environment. It involves receiving stimuli, selecting necessary stimuli for further processing based on internal and external factors, organizing the information into meaningful groups, interpreting and giving meaning to the organized stimuli, checking if the interpretation is correct, and reacting favorably or unfavorably to the perception. Perception is influenced by factors like perceptual set, attribution, stereotyping, halo effect, projection, and perceptual defense. It is a complex process that allows individuals to understand their surroundings.
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- 4. Going “Beyond the Fringe” in Benefits: Especially Creative Reward Practices Company Apple Computer Publix Super Markets Advanta Corporation Westin Hotels Worthington Industries Reader’s Digest Pitney Bowes Steelcase Delta Airlines Reward Stock purchase options Partial ownership in the company Opportunity to help train new employees Free meals while on the job Haircuts for $2 while at work Fridays off during the month of May Courses in real estate, golf, painting, photography, and cake decorating Access to camping facilities and equipment Free airline travel for employees and spouses SAS Company???
- 5. Theory X and Theory Y (Douglas McGregor)
- 6. Need Hierarchy Theory Physiological needs Safety needs Social needs Esteem needs Self- actualization needs Lower-order needs Higher-order needs
- 7. Two-Factor Theory (Frederick Herzberg)
- 8. Comparison of Satisfiers and Dissatisfiers Factors characterizing events on the job that led to extreme job dissatisfaction Factors characterizing events on the job that led to extreme job satisfaction
- 9. Overview of Expectancy Theory Effort Expectancy Instrumentality Valence of reward Performance Reward MOTIVATION Role perceptions and opportunities Abilities and traits JOB PERFORMANCE X X
- 10. Equity Theory: A Summary and Example INEQUITABLE RELATIONSHIP Andy is overpaid compared to Bill Bill is underpaid compared to Andy Bill’s outcomes ($25,000/year) Bill’s inputs (40 hours/week) Andy’s outcomes ($30,000/year) Andy’s inputs (40 hour/week) Andy feels guilty Bill feels angry EQUITABLE RELATIONSHIP Andy’s outcomes ($30,000/year) Andy’s inputs (40 hour/week) Andy is equitably paid compared to Bill Bill’s outcomes ($30,000/year) Bill’s inputs (40 hours/week) Bill is equitably paid compared to Andy Bill feels satisfied Andy feels satisfied
- 11. Goal-Setting Theory (Edwin Locke)
- 12. Goal Setting: Some Impressive Effects Percentage of Maximum Weight Carried on Each Trip Before goal After Goal Four-Week Periods 50 60 70 80 90 100 1 2 4 5 6 7 8 9 10 11 12 Seven Years Later 94 There was a dramatic improvement in per- formance after a goal was set Performance at the goal level was sustained seven years after the goal was first set Goal level 3
- 13. ERG Theory (Clayton Alderfer) Core Needs Existence: provision of basic material requirements. Relatedness: desire for relationships. Growth: desire for personal development. Concepts: More than one need can be operative at the same time. If a higher-level need cannot be fulfilled, the desire to satisfy a lower-level need increases.
- 14. David McClelland’s Theory of Needs nAch nPow nAff
- 15. Matching Achievers and Jobs
- 17. Reinforcement Theory Concepts: Behavior is environmentally caused. Behavior can be modified (reinforced) by providing (controlling) consequences. Reinforced behavior tends to be repeated.
- 18. Flow and Intrinsic Motivation Theory
- 20. Equity Theory Referent Comparisons: Self-inside Self-outside Other-inside Other-outside
- 21. Equity Theory (cont’d) E X H I B I T 6-7
- 25. Expectancy Theory E X H I B I T 6-8
- 26. Performance Dimensions E X H I B I T 6-9
- 27. Integrating Contemporary Theories of Motivation E X H I B I T
Editor's Notes
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