Chapter 4 Motivation

Physiological Security Social Belonging Self-esteem Self-actualization Maslow’s Hierarchy

Need for Achievement(n-Ach) Power(n-Pow) Affiliation(n-Aff) McClelland’s Theory

MotivatingFactorsHygieneFactors Herzberg

Equity Theory Comparison other Inputs to outputs Under/over rewarded Consequences

Effort-to-performance expectations Performance-to-outcome expectancies Perceived valence of outcomes Ability MotivationEffort Outcomes (rewards) Performance A person’s motivation is a function of:

Goal Setting Theory Setting specific goals increases performance Difficult goals accepted by employees result in higher performance Feedback causes higher performance People are more committed to goals they set themselves and verbalize

Effective Goals Goals should be specific Goals should be measurable Goals should be achievable Goals should be challenging Goals should be timely Goals should be reasonable

Job Redesign Rotation Enrichment ENLARGEMENTENLARGEMENT