Chapter 6 Motivation represents those psychological processes that cause the arousal, direction, and persistence of voluntary actions

that are goal directed Need Theories of Motivation: Needs are physiological or psychological defiances that arouse behavior. Maslows Need Hierarchy Theory: Motivation is a function of five basic needs: Physiological, safety, love, esteem and self-actualization. McClellands Need Theory: David McClelland a well-known psychologist has been studying the relationship between needs and behavior. - The need for achievement is defined by the following desires: To accomplish something difficult. - Need for affiliation prefer to spend more time maintaining social relationship, joining groups, and waiting to be loved. - Need for power reflects an individuals desire to influence, coach, teach or encourage other to achieve. Motivation Employees Through Job Design Job Design refers to any set of activities that involve the alteration of specific Jobs or independent systems of Jobs with the intent of improving the quality of employee job experience and their on-the-job productivity. Top-Down Approaches Scientific Management: Kind of management which conducts a business or affaires by standards established by facts or trust gained thorough systematic observation, experiment, or reasoning. Job Enlargement: Involves putting more variety into a workers job by combining specialized tasks of comparable difficulty. Job Rotation: Calls for moving employees from one specialized job to another. Job Enrichment: Motivators because each was associated with strong effort and good performance. Intrinsic motivation: Occurs when an individual is turned don to ones work because of the positive internal feelings that are generated by doing well, rather tan being dependent ton external factors for the motivation to work effectively. Core Job characteristics: Are common characteristics found to a varying degree in all Jobs. (Skill variety, task identity, task significance, autonomy and feedback) Bottom-Up Approaches Job Crafting: Physical and cognitive changes individuals make in the task or relational boundaries of their work. Idiosyncratic deals: Represent employment terms individuals negotiate for themselves, taking myriad forms from flexible schedules to career development. Employee engagement: The harnessing of organization members selves to their work roles, in engagement, people employ and express themselves physically, cognitively, and emotionally during role performance. PE Fit, the compability between an individual work environment that occurs when their characteristic are well matched. Job Satisfaction: Is an affective or emotional response toward various facets of ones job. The causes of Job Satisfaction: Need Fulfillment, discrepancies (met expectations represent the difference between what an individual expects to receive from a job, and what she actually receives), value attainment (satisfaction results from the perception that a job allows for fulfillment of an individuals important work values), equity, Dispositional/Genetic components. Major Correlates and Consequences of Job Satisfaction Motivation, Job Involvement, Organizational Commitment, Organizational Citizenship Behavior (consist of employee behaviors that are beyond the call of duty).

Withdrawal Cognitions: Encapsulate this thought process by representing an individuals overall thoughts and feelings about quitting. Turnover: A dual career ladder is a career development plan that allows upward mobility for employees without requiring that they move the supervisory or managerial positions. Counterproductive Work Behavior: Represent types of behavior that harm employees, the organization as a whole, or organizational stakeholders such as customers and shareholders. Job Satisfaction: 1. Dispositional Theory, 2. Affective Events Theory ,3. Value-Percept Theory (a discrepancy model) Chapter 7 Equity theory is a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships. Negative and Positive Inequality. Dynamics of Perceived Inequity Equity Sensitivity reflects an individuals different preference for, tolerances for, and reactions to the level of equity associated with any given situation. Distributive Justice: Reflects the perceived fairness of how resources and rewards are distributed or allocated. Procedural Justice: The perceived fairness of the process and procedures used to make allocation decisions. Interactional Justice: Quality of the interpersonal treatment people receive when procedures are implemented. Expectancy Theory: People are motivated to behave in ways that produce desired combinations of expected outcomes. Vrooms Expectancy Theory: Motivation boils down to the decision of how much effort to exert in a specific task situation. Expectancy: Represents an individuals belief that a particular degree of effort will be followed by a particular level of performance. Instrumentality: Is a performance, outcome perception. Valence: Refers t the positive or negative value people place on outcomes. Goal: What an individual is trying to accomplish, it is the object or aim of an action. Management by objectives: Is a management system that incorporates participation in decision making, goal setting, and objective feedback. Goal-Setting Research 1. Specific High Goals lead to greater performance 2. Feedback enhances the effect of specific, difficult goals 3. Participative goals, assigned goals, and self-set goals are equally effective 4. Action planning facilitates goal accomplishment 5. Goal commitment an monetary incentive affect goal-setting outcomes Motivation Session 2 Summary Truth #3: Make sure you are offering a fair deal to employees. Promote fairness perceptions by addressing organizational justice issues. Truth #4: People will behave in ways that maximize the payoff for their effort, and they will do more if they think they can. Build a history of success and eliminate barriers to performance. Truth #5: Goals increase performance. Maximize effectiveness by creating SMARTER goals. Feedback and goal commitment increase effectiveness, while task complexity decreases effectiveness. MBO is an effective applied goal setting system.