BUS 272 Chapter Notes - Chapter 5-6: Abraham Maslow, Employee Engagement, Expectancy Theory

• School: Simon Fraser University
• Department: Business Administration
• Course: BUS 272
• Professor: Graeme Coetzer

Document Summary

Motivation the forces within a person that affect the direction, intensity and persistence of voluntary behaviour: one of the 4 essential drivers of individual behaviour and performance, closely related to employee engagement. Drives (aka. primary needs, fundamental needs, innate motives) neural states that energize individuals to correct deficiencies or maintain an internal equilibrium. Prime mover" of behaviour by activating emotions, which put us in a state of readiness to act emotions play a central role in motivation. Needs goal-directed forces that people experience; represent motivational force of emotions channeled towards particular goals to correct deficiencies or imbalances. Laid the foundation for positive organizational behaviour a perspective of ob that focuses on building positive qualities and traits w/in individuals or institutions as opposed to focusing on what is wrong with them. What"s wrong with needs hierarchy models: erg theory a needs hierarchy theory consisting of 3 fundamental needs: existence, relatedness, growth.