CHAPTER 15

* Motivation = accounts for the level, direction and persistence of effort

expended at work.
* Need = an unfulfilled psychological desire.
* MASLOWS HIERACHY OF HUMAN NEEDS
Higher-order needs
- Self actualization needs : creative and challenging work. Participation in
decision making. Job flexibility and autonomy.
- Esteem needs : responsibility of an important job. Promotion to a higher
status job. Praise and recognition from boss.
Lower-order needs
- Social needs : friendly coworkers. Interaction with customers. Pleasant
supervisor.
- Safety needs : Safe working conditions. Job security. Base compensation
and benefits.
- Psychological needs : rest and refreshment breaks. Physical comfort on the
job. Reasonable work hours.
* Lower-order needs : psychological, safety and social needs.
* Higher-order needs : esteem and self-actualization needs.
* Deficit principle = states that a satisfied need does not motivate behavior.
* Progression principle = states that a need is not activated until the next
lower-level need is satisfied.
* Existence needs = desires for physical well-being.
* Relatedness needs = desires for good interpersonal relationships.
* Growth needs = desires for personal growth and development.
* Frustration-regression principle = states that an already satisfied need can
become reactivated when a higher level need is blocked.

* Satisfier factor = found in job content, such as a sense of achievement,

recognition, responsibility, advancement and personal growth.
* Hygiene factor = found in the job context, such as working conditions,
interpersonal relations, organizational policies and salary.
* Need for achievement = the desire to do something better and solve
problems or master complex tasks.
* Need for power = the desire to control, influence or be responsible for other
people.
* Need for affiliation = the desire to establish and maintain good relations with
people.
* EQUITY THEORY AND THE ROLE OF SOCIAL COMPARISON
- Personal rewards vis-a-vis personal inputs are compared to Others rewards
vis-a-vis othersinputs. With the result :
1. Perceived equity = the individual is satisfied and does not change behavior
2. Perceived inequity = the individual feels discomfort and acts to eliminate the
inequity.
* Expectancy = a persons belief that working hard will result in high task
performance.
* Instrumentality = a persons belief that various outcomes will occur as a
result of task performance.
* Valence = the value a person assigns to work-related outcomes.
* Motivation = expectancy x instrumentality x valence
* Self efficacy = a persons belief that she or he is capable of performing a
task.
* HOW TO INCREASE SELF-EFFICACY?
- enactive mastery
- verbal persuasion
- emotional arousal
- vicarious modeling

* Law of effect = states that behavior followed by pleasant consequences is

likely to be repeated : behaviour followed by unpleasant consequences is not.
* Operant conditioning = the control of behavior by manipulating
consequences.
* Positive reinforcement = strenghtens behavior by making a desirable
consequence contingent on its occurrence. (approval during a business
meeting)
* Negative reinforcement = strengthens behavior by making the avoidance of
an undesirable consequence contingent on its occurrence. (nag about being
late)
* Punishment = discourages behavior by making an unpleasant consequence
contingent on its occurrence. (written reprimand to an employee)
* Extinction = discourages behavior by making the removal of a desirable
consequence contingent on its occurrence. (an employee gets approval from
coworkers)
* Shaping = positive reinforcement of successive approximations to the
desired behavior.
* Continuous reinforcement = rewards each time a desired behavior occurs.
* Intermittent reinforcement = rewards behavior only periodically.
* The power of positive reinforcement is governed by 2 important laws:
1. law of contingent reinforcement
2. law of immediate reinforcement
* Job design = arranging work tasks for individuals and groups.
* Job simplification = employs people in clearly defined and specialized tasks
with narrow job scope.
* Automation = total mechanization of a job.

* Job rotation = increases task variety by periodically shifting workers between

different jobs.
* Job enlargement = increases task variety by combining into one job two or
more tasks previously done by separate workers.
* Job enrichment = increases job depth by adding work planning and
evaluating duties normally performed by the supervisor.
* 5 CORE JOB CHARACTERISTICS:
1. Skill variety
2. Task identity
3. Task significance
4. Autonomy
5. Feedback from the job itself.
* IMPROVING JOB CHARACTERISTICS
- form natural units of work
- combine tasks
- establish client relationships
- open feedback channels
- practice vertical loading
* Flexible working hours = give employees some choice in daily work hours.
* Compressed workweek = allows a full-time job to be completed in less than
5 days.
* Job sharing = splits one job between two people.
* Telecommuting = involves using IT to work at home or outside the office.
* Contigency workers = are employed on a part-time and temporary basis to
supplement a permanent workforce.