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Chapter 5

MHR 405 Chapter Notes - Chapter 5: Social Cognitive Theory, Organizational Justice, Balanced Scorecard


Department
Human Resources
Course Code
MHR 405
Professor
Robin Church
Chapter
5

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MHR Chapter 5
Motivation: The forces within a person that affect his or her direction, intensity and persistence of
voluntary behaviour
Employee Engagement: Individual’s emotional and cognitive motivation, particularly a focused, intense,
persistent and purposive effort towards work related goals
Drives: Hardwired characteristics of the brain that correct deficiencies or maintain an internal
equilibrium by producing emotions to energize individuals.
Intrinsic Motivation: Internal drive to do something because of such things as interest, challenge, and
personal satisfaction.
Extrinsic Motivation: Motivation that comes from outside the person such as praise, pay, tangible
rewards, or a promotion.
Needs: Goal directed forces that people experience.
Figure 5.1 Drives, needs and behaviour
Maslow’s needs hierarchy theory: A motivation theory of needs arranges in a hierarchy, whereby
people are motivated to fulfill a higher need as a lower one becomes gratified
Figure 5.2 Maslow’s Needs Hierarchy Need for achievement (nAch): A need in which people
want to accomplish reasonable challenging foals. And
desire unambiguous feedback and recognition for
their success
Need for Affiliation (nAff): A need in which people
seek approval from others, conform to their wishes
and expectation, and avoid conflict and confrontation
Need for Power (nPow): A need in which people want
to control their environment, including people and
material resources, to benefit either themselves
(personalized power) or others (socialized power)
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Four Drive theory: A motivation theory that is based on the innate drives to acquire, bond, learn, and
defend, and that incorporates both emotions and rationality
Figure 5.3 Four drive theory of motivation
Expectancy theory: A motivation theory based on the idea that work effort is directed toward
behaviours that people believe will lead to desired outcomes.
Figure 5.4 Expectancy theory of motivation
Increasing E-to-P Expectancies
Assuring employees they have
competencies
Person-job matching
Provide role clarification and sufficient
resources
Behavioural modeling
Increasing P-to-O Expectancies
Measure performance accurately
More rewards for good performance
Explain how rewards are linked to
performance
Increasing Outcome Valences
Ensure that rewards are valued
Individualize rewards
Minimize countervalent outcomes
Increasing Intrinsic Valences
Person-job matching
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