This chapter introduces the core theories of employee motivation
CHAPTER 5
This chapter introduces the core theories of employee motivation. It begins by introducing employee engagement, an increasingly popular concept associated with motivation. This definition relates to the four cornerstones of individual behavior and performance identified in the MARS model which was discussed on chapter 2. MARS means Motivation, Ability, Role Perceptions, and Situational Factors. Next, this chapter distinguish between drives and needs wherein I’ve learned how needs are shaped through the individual’s self-concept and other personal factors. On this topic, needs-goal-directed forces that people experience are shaped by the individual’s self-concept (including personality and values), social norms, and past ebxperience.
There are 3 theories that focus on drives and needs. First is the Maslow’s need hierarchy. This theory focuses into a hierarchy of five levels and states that the lowest needs are initially most important but higher needs become more important as the lower ones are satisfied. Next, hMcClelland’s learned needs theory. This theory argues that needs can be strengthened through learning. The three needs studied in this respect have been need for achievement, need for power, and need for affiliation. And lastly, four-drive Theory. Four-drive theory states that everyone has four innate drives and this drives activate emotions that we regulate through a skill set that considers social norms, past experience, and personal values. I’ve even learned the levels of performances which are the E-to-P expectancy and O-to-P expectancy which as discussed on expectancy theory. This chapter also talked about the key elements of goal setting and feedback. And on the last part is about the organizational justice, including the dimensions and dynamics of equity theory and procedural justice. On this one, I’ve learned that companies need to consider not only equity of the distribution of resources but also fairness in the process of making
This chapter introduces the core theories of employee motivation. It begins by introducing employee engagement, an increasingly popular concept associated with motivation. This definition relates to the four cornerstones of individual behavior and performance identified in the MARS model which was discussed on chapter 2. MARS means Motivation, Ability, Role Perceptions, and Situational Factors. Next, this chapter distinguish between drives and needs wherein I’ve learned how needs are shaped through the individual’s self-concept and other personal factors. On this topic, needs-goal-directed forces that people experience are shaped by the individual’s self-concept (including personality and values), social norms, and past ebxperience.
There are 3 theories that focus on drives and needs. First is the Maslow’s need hierarchy. This theory focuses into a hierarchy of five levels and states that the lowest needs are initially most important but higher needs become more important as the lower ones are satisfied. Next, hMcClelland’s learned needs theory. This theory argues that needs can be strengthened through learning. The three needs studied in this respect have been need for achievement, need for power, and need for affiliation. And lastly, four-drive Theory. Four-drive theory states that everyone has four innate drives and this drives activate emotions that we regulate through a skill set that considers social norms, past experience, and personal values. I’ve even learned the levels of performances which are the E-to-P expectancy and O-to-P expectancy which as discussed on expectancy theory. This chapter also talked about the key elements of goal setting and feedback. And on the last part is about the organizational justice, including the dimensions and dynamics of equity theory and procedural justice. On this one, I’ve learned that companies need to consider not only equity of the distribution of resources but also fairness in the process of making