Chapter 5 Summarized

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Department
Management and Organizational Studies
Course
Management and Organizational Studies 2181A/B
Professor
Hayden Woodley
Semester
Winter

Description
Chapter 5 – Theories of Work Motivation Why Study Motivation? What is Motivation? Basic Characteristics of Motivation Effort Persistence Direction Goals Extrinsic and Intrinsic Motivation and Self­Determination Theory Intrinsic Motivation: Motivation that stems from the direct relationship between the worker and the task;  it is usually self­applied by others Extrinsic Motivation: Motivation that stems from the work environment external to the task; it is usually  applied by others Self­Determination Theory: A theory of motivation that considers whether people’s motivation is  autonomous or controlled Autonomous Motivation: When people are self­motivated by intrinsic factors Controlled Motivation: When people are motivated to obtain a desired consequence or extrinsic reward Motivation and Performance Performance: The extent to which an organization member contributes to achieving the objectives of the  organization General Cognitive Ability: A person’s basic information­processing capacities and cognitive resources Emotional Intelligence: The ability to understand and manage one’s own and other’s feelings and  emotions The Motivation – Performance Relationship Need Theories of Work Motivation Need Theories: Motivation theories that specify the kinds of needs people have and the conditions under  which they will be motivated to satisfy these needs in a way that contributes to performance Maslow’s Hierarchy of Needs: A five­level hierarchical need theory of motivation that specifies that the  lowest­level unsatisfied need has the greatest motivation potential  1. Physiological Needs 2. Safety Needs 3. Belongingness Needs 4. Esteem Needs 5. Self­Actualization Needs Alderfer’s ERG Theory: A three­level hierarchical need theory of motivation (existence, relatedness,  growth) that allows for movement up and down the hierarchy 1. Existence Needs 2. Relatedness Needs 3. Growth Needs Two Major Motivational Premises:  1. The more lower­level needs are gratified, the more higher­level need satisfaction is desired 2. The less higher­level needs are gratified, the more lower­level need satisfaction is desired McClelland’s Theory of Needs: A non­hierarchical need theory of motivation that outlines the  conditions under which certain needs result in particular patterns of motivation  Need for Achievement: A strong desire to perform challenging tasks well - A preference for situations in which personal responsibility can be taken for outcomes - A tendency to set moderately difficult goals that provide for 
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