The content perspectives on employee motivation are also sometimes called need theories and propose that we are motivated to fulfill our needs. The chapter discussed Maslow’s Hierarchy of Needs Theory, ERG Theory, Acquired Needs Theory, and Herzberg’s Two-Factor Theory. The attached document contains a list of scenarios we may encounter at work. Identify where each of those scenarios fall under the four theories.
Download the attached Word document and answer the questions within the document.
MGMT 300 MOTIVATION ASSIGNMENT (Ch 12) (worth 9 pts total)
I. The content perspectives on employee motivation are also sometimes called need theories and propose that we are motivated to fulfill our needs. The chapter discussed Maslow’s Hierarchy of Needs Theory, ERG Theory, Acquired Needs Theory, and Herzberg’s Two-Factor Theory.
Below is a list of things we may receive at work. Identify where each of these fall under each 4 of those theories: (6 pts)
1. Sponsorship of company bowling and softball teams
Maslow’s Hierarchy (which need level):
ERG (which need):
Acquired Needs:
Two-Factor:
2. Pay Raise
Maslow’s Hierarchy:
ERG:
Acquired Needs:
Two-Factor:
3. Employee of the Month Award
Maslow’s Hierarchy:
ERG:
Acquired Needs:
Two-Factor:
II.
Equity theory
focuses on our perceptions of how fairly we think we are treated. It argues that we compare our ratio of inputs to outcomes with others and are motivated to do something if we perceive inequity. Consider that Molly, a loyal, hardworking, veteran employee finds out that her new coworker, Sam, is being compensated more than her. According to equity theory, what might Molly do? (List at least 3 things?) What might Sam be motivated to do? (List 2 things) (3 pts)
Chapter 12
Motivating Employees
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Individual Needs and Motivation
Motivation refers to the forces either within or external to a person that arouse enthusiasm and persistence to pursue a certain course of action.
People have needs—such as for recognition, achievement, or monetary gain—that translate into an internal tension that motivates specific behaviors with which to fulfill various needs.
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12.1 A Simple Model of Motivation
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Intrinsic and Extrinsic Rewards
Intrinsic rewards are the satisfactions that a person receives in the process of performing a particular action.
Extrinsic rewards are given by another person, typically a manager, and include promotions, praise, and pay increases.
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12.2 Four Categories of Motives Managers Can Use
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Content Perspectives on Motivation
Content theories emphasize the needs that motivate people.
These needs translate into an internal drive that motivates specific behaviors in an attempt to fulfill the needs.
To the extent that managers understand employees’ needs, they can design reward systems to meet them.
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Content Perspectives on Motivation: Maslow
Maslow’s hierarchy of needs theory proposes that people are motivated by the following:
Physiological needs like food, water, and air
Safety needs related to the physical and psychological environment
Belongingness needs like being accepted by peers and having friends
Esteem needs related to positive self-image, recognition, and appreciation
Self-actualization or developing one’s full potential
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12.3 Maslow’s Hierarchy of Needs
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Content Perspectives on Motivation: ERG Theory
Alderfer’s ERG Theory proposes three levels of needs: existence, relatedness, and growth.
The theory proposed that movement up the hierarchy reflects a frustration-regression principle: failure to meet a high-order need may trigger a regression to an already fulfilled lower-order need.
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Content Perspectives on Motivation: Two-Factor Theory
Herzberg found work characteristics associated with dissatisfaction were quite different from those pertaining to satisfaction.
Hygiene factors involve the presence or absence of job dissatisfiers.
Motivators focus on high-level needs and include achievement, recognition, responsibility, and opportunity for growth.
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12.4 Herzberg’s Two-Factor Theory
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Content Perspectives on Motivation: Acquired Needs
The acquired needs theory developed by David McClelland proposes that certain types of needs are acquired during the individual’s lifetime including the following:
Need for achievement
Need for affiliation
Need for power
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Process Perspectives on Motivation
Process theories explain how people select behavioral actions to meet their needs and determine whether their choices were successful.
Goal-setting theory proposes that managers can increase motivation and enhance performance by setting specific, challenging goals, and then helping people track their progress toward goal achievement by providing timely feedback.
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12.5 Criteria for Motivational Goals
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Process Perspectives: Equity Theory
Equity theory focuses on individuals’ perceptions of how fairly they are treated compared with others.
The most common methods for reducing a perceived inequity are changing work effort, changing outcomes, changing perceptions, and changing jobs.
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Process Perspectives: Expectancy Theory
Expectancy theory suggests that motivation depends on individuals’ expectations about their ability to perform tasks and receive desired rewards.
Expectancy theory is based on the relationship among the individual’s effort, the individual’s performance, and the desirability of outcomes associated with high performance.
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12.6 Major Elements of Expectancy Theory
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Reinforcement Perspectives on Motivation
Reinforcement theory looks at the relationship between behavior and its consequences.
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Reinforcement Perspectives: Direct Reinforcement (1 of 2)
Behavior modification refers to the set of techniques by which reinforcement theory is used to modify human behavior.
The law of effect states that behavior that is positively reinforced tends to be repeated, and behavior that is not reinforced tends not to be repeated.
Reinforcement is defined as anything that causes a certain behavior to be repeated or inhibited.
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Reinforcement Perspectives: Direct Reinforcement (2 of 2)
Positive reinforcement is the administration of a pleasant consequence following a desired behavior.
Avoidance learning is the removal of an unpleasant consequence once a behavior is improved.
Punishment is the imposition of unpleasant outcomes.
Extinction is the withholding of a positive reward.
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12.7 Changing Behavior with Reinforcement
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Job Design for Motivation
Job design is the application of motivational theories to the structure of work.
Job rotation moves employees systematically from one job to another to provide variety and stimulation.
Job enlargement creates broader job so that people perform a variety of activities.
Job enrichment refers to incorporating high-level motivators into the work.
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Job Characteristics Model (1 of 2)
Work redesign refers to altering jobs to increase both the quality of employees’ work experience and their productivity.
The job characteristics model consists of three major parts: core job dimensions, critical psychological states, and employee growth-need strength.
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Job Characteristics Model (2 of 2)
Core job dimensions include skill variety, task identity, task significance, autonomy, and feedback.
Critical psychological states include experienced meaningfulness of the work, experienced responsibility, and knowledge of actual results.
Employee growth-need strength relates to the idea that people have different needs for growth and development.
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12.8 The Job Characteristics Model
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Innovative Ideas for Motivating
Empowerment is power sharing, the delegation of power and authority to subordinates in an organization.
Employee engagement means that people enjoy their jobs, contribute enthusiastically, and feel a sense of belonging and commitment.
Making progress principle is making progress toward meaningful goals and is a key to high motivation.
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12.9 What Makes an Employee Highly Engaged?
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