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Chapter 4

BUS 272 Chapter Notes - Chapter 4: Procedural Justice, Reinforcement, Job Satisfaction

Business Administration
Course Code
BUS 272
Lieke Brummelhuis

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Motivation is the drive that energizes and sustains our actions in pursuit of a goal
- Intensity: how much effort
- Direction: effort is only useful when channeled in a direction
- Persistence: how long can effort be maintained
Theory X and Theory Y
Theory X: employees dislike work
- Employees attempt to avoid work
- Employees must be coerced, controlled or threatened with punishment if they are to perform
- Motivation that comes from outside the person such as pay, bonuses, rewards, punishment
- ex. Pay, bonuses, rewards, punishment, operant conditioning, other tangible rewards
Theory Y: Employees like work
- Employees are creative, and seek responsibility
- Employees can exercise self-direction and self-control
- Motiatio that oes fro a perso’s internal desire to do something due to challenge and
- Ex. Due to interest, challenge, personal satisfaction
Self Determination Theory
- Human beings have an innate curiosity and playfulness
- Intrinsic motivation: drive to engage in an activity is intrinsic. Truly enjoying an activity.
- But later in life, a lot of activities are done for an extrinsic reward
- Extrinsic motivation: engaging in an activity to attain some separable outcome such as pay or
- Activities can feel more controlled or more autonomous
- Controlled: tepreventing punishment or feeling guilty
- Autonomous: behavior has meaning, or is line with personal goals
- More autonomous activities lead to greater well-being and higher performance
Cognitive evaluation theory: extrinsic reward will reduce intrinsic interest in a task
3 needs to make extrinsic motivation more autonomous:
- Autonomy: self control of activity, sense of choice
- Belonging: working with others
- Competence: seeing self growth
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Needs Theories
Maslo’s hierarhy of eeds
- Human beings have certain needs that they seek to satisfy (need for food, shelter, friends, self-
- They are motivated to engage in behaviors that fulfill those needs
- Once a need is fulfilled, they move on to the next need
- physiological and safety are lower-order needs (external), while belonging, esteem and self-
actualization are high-order needs (internal)
MClellad’s Theory of Needs
Achievement: drive to excel
- high achievers are strongly motivated with high degree of personal responsibility, feedback and
intermediate degree of risk
- high achievers are interested in how well they do personally, not influencing others to do well
Power: eed to otrol others’ ehaior i a a the ould hae ot ehaed otherise
Affiliation: desire for close relationships
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