Psychology Chapter on Motivation Theories

The force that energizes, directs, and sustains a person's effort toward a goal.

The result of an interaction between a person and a situation, not a fixed personality trait.

The intensity or drive a person brings to their actions.

The direction a person's efforts are focused, aiming for specific goals.

The persistence or endurance a person shows in pursuing their goals.

A theory that arranges human needs in a hierarchical order, from basic survival to self-actualization. Lower-level needs must be met before higher-level ones.

A theory that suggests people are motivated by satisfying their needs, and different needs at different levels.

Motivating someone depends on understanding their current needs and what level they are at in the hierarchy. You must address the right need to inspire action!

The basic human needs that must be met for survival, such as food, water, and shelter. These needs are the base of the hierarchy and must be met before higher-level needs can be addressed.

The need to feel safe and secure, both physically and emotionally. This includes feeling protected from harm, having a stable environment, and having a sense of order.

A theory that suggests that employees have different needs and motivations that influence their behavior at work. Theory X managers believe that employees are lazy and need constant supervision, while Theory Y managers believe that employees are motivated and capable of self-direction.

A theory that explains employee motivation based on two sets of factors: hygiene factors and motivators. Hygiene factors are extrinsic factors, such as pay and working conditions, that can prevent dissatisfaction but don't necessarily lead to satisfaction. Motivators are intrinsic factors, such as recognition and achievement, that can lead to job satisfaction.

A theory that explains employee motivation based on three acquired needs: achievement, power, and affiliation. The need for achievement (nAch) drives individuals to excel and succeed. The need for power (nPow) drives individuals to influence the behavior of others. The need for affiliation (nAff) drives individuals to form strong relationships and feel accepted by others.

A theory that suggests that setting clear, challenging, and achievable goals can lead to higher performance. The goals should be specific, measurable, attainable, relevant, and time-bound (SMART).

A theory that focuses on the use of rewards and punishments to influence behavior. Positive reinforcement involves rewarding desired behaviors, while negative reinforcement involves removing unpleasant consequences when desired behaviors are performed. Punishment involves delivering negative consequences for unwanted behaviors.

A theory that focuses on designing jobs to be more motivating and satisfying. This can be achieved through job enrichment, which involves adding more responsibility, challenge, and autonomy to the job, and job enlargement, which involves expanding the scope of the job.

An individual's belief in their ability to successfully complete a task.

The belief that individuals have control over their own behavior and outcomes.

Organizing tasks into jobs that are meaningful and engaging for employees.

A framework that includes five core job dimensions: skill variety, task identity, task significance, autonomy, and feedback.

The degree to which a job requires a variety of activities, enabling employees to use different skills and talents.

The degree to which a job requires completing a whole piece of work, from start to finish, giving employees a sense of accomplishment.

The degree to which a job has a substantial impact on the lives or work of others, making employees feel their work is meaningful.

The degree to which a job allows substantial freedom and independence, giving employees control over how they work.

The degree to which an individual performing the job receives clear and timely information about the effectiveness of their performance.

Motivational programs may be less effective in cultures that value collectivism and conformity over individual achievement.

Some cultures have high uncertainty avoidance, which can influence the effectiveness of motivational strategies based on risk-taking or change.

Employees working from home, connected to the company network, avoiding the commute and potentially having more flexibility.

Employees working fewer days but longer hours per day.

Two or more individuals sharing a full-time job, dividing responsibilities and hours.

A professional's commitment is primarily to their field of expertise, not necessarily to a specific employer.

Professionals often need to continually update their knowledge to stay relevant in their field.

Professionals are driven by challenging work that allows them to utilize their skills and expertise.

Providing support to professionals can motivate them, such as access to resources, mentorship, or freedom to pursue their research.

Providing opportunities for contingent workers to become permanent employees, receive training, and have equal compensation and benefits can boost their motivation.