35 pages
This chapter explores motivation as the processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal. It examines both content theories (what motivates) and process theories (how motivation works), providing frameworks for understanding and enhancing employee motivation in organizational settings.
Motivation consists of three key elements: intensity (how hard), direction (toward organizational goals), and persistence (how long)
Job performance is determined by capacity to perform, willingness to perform, and opportunity to perform
Managers must recognize individual diversity in motivation, as different people have different needs and goals
Content theories (Maslow, Alderfer, Herzberg, McClelland) focus on WHAT motivates people by identifying specific needs
Process theories (Vroom, Adams, Locke) focus on HOW motivation works through cognitive processes
Maslow's hierarchy progresses from physiological needs through safety, belongingness, esteem, to self-actualization
Alderfer's ERG theory includes both satisfaction-progression and frustration-regression processes
Herzberg distinguishes between hygiene factors (prevent dissatisfaction) and motivators (create satisfaction)
McClelland's learned needs include achievement (n Ach), affiliation (n Aff), and power (n Pow)
Expectancy theory links effort to performance, performance to rewards, and rewards to personal goals
Equity theory suggests people compare their input-outcome ratios with others and take action to restore perceived inequities
Organizational justice includes distributive justice (fairness of outcomes) and procedural justice (fairness of processes)
Goal-setting theory emphasizes that specific, challenging, accepted goals lead to higher performance
Effective goals should be SMARTER: Specific, Measurable, Attainable, Related, Timed, Extended, and Rewarded
Psychological contracts are unwritten agreements that may take precedence over formal contracts and significantly influence motivation