MGHB02H3 Lecture : Chapter 5/6 lecture notes
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Mcclelland"s 4 drive theory: drive to acquire object, status, drive to bond relationships, commitments (social needs from maslow"s hierarchy of needs, drive to learn maslow"s self-actualization concept, drive to defend physically, socially belief systems. N: set reasonable goals link between effort and performance, clearly explain how to get the reward explaining the link between performance and outcome, employees must value the reward a desirable reward at the outcome. Increasing effort to performance: train employees, select the right people, provide role clarification (job descriptions, coaching and feedback. Increasing performance to outcome: measuring performance accurately (e. g. , performance reviews, spell out how the rewards are earned. N most important of aspect of goals is that employees have to be committed to them. N provide training and development increases self-efficacy buy into organization/department goals regular meetings with employees (departmental); give the employees decision making and autonomy in their jobs; profit sharing plan or employee stock ownership.
