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Maslow’s Need Hierarchy

Maslow’s Need Hierarchy. Self-Actualization. Self-Esteem Needs. Social Needs. Safety Needs. Physiological Needs. Equity Theory. Social comparison process where motivation is due to perceptions of inequity. Person

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Maslow’s Need Hierarchy

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  1. Maslow’s Need Hierarchy Self-Actualization Self-Esteem Needs Social Needs Safety Needs Physiological Needs

  2. Equity Theory Social comparison process where motivation is due to perceptions of inequity Person (forms a ratio of inputs to outcomes and compares this ratio to a comparison other) Comparison Other (can be a co-worker, yourself in the past, an ideal) Inputs (e.g., experience, effort, skill, education) Outcomes (e.g., $, benefits, flexibility, autonomy, responsibility, promotion)

  3. Equity Theory Example Overpayment (receiving greater outcomes to inputs compared to another) Underpayment (receiving less outcomes to inputs compared to another) Person: 50/75 Other: 50/50 Person: 50/50 Other: 50/75 Result: Hourly work (salaried position : Greater input (e.g., effort) to reduce the perceive inequity regarding the quantity and quality of goods Piece rate: Greater input to produce better quality goods Result: Hourly work (salaried position): Less input (e.g., effort) to produce less number and poorer quality of goods Piece rate: Greater input to produce more quantity of goods but with less quality

  4. Inequity Options • BehavioralOptions to reduce perceived inequity: • Change outcomes (e.g., ask for a raise) • Get other to change their inputs to outcomes (e.g., slow down their rate of production • 3) Find new work (e.g., quit the job, get a job transfer) • CognitiveOptions to reduce perceived inequity: • Distort one’s own inputs or outcomes (e.g., “I’m not really working that hard,” “I have a lot of free time”) • Distort the inputs or outcomes of others (e.g., he/she gets more money than me but they have to live in Buffalo) • 3) Change the comparison other

  5. Expectancy Theory Valences (attractiveness of outcomes rated on a scale from -10 to +10. A valence is given to each job outcome) Instrumentality (the perceived relationship between performance and attained outcomes from 0 to 1.0. One instrumentality for each valence) Expectancy (perceived relationship between effort and performance; 0 to 1.0. There is only one expectancy value) Rewards (Outcomes) Pay Work Conditions Benefits Autonomy 9 6 7 3 .75 .50 .30 .10 Motivation force = (V x I) + (V x I) + (V x I) + (V x I) X E

  6. Reinforcement Theory Stimulus Response Reinforcement • Schedules of Reinforcement: • Fixed Interval (FI) e.g., reinforcement by the hour or week • Fixed Ratio (FR) e.g., reinforce based on piece rate on the number of goods produced, behaviors performed • Variable Interval (VI) e.g., reinforcement based on random passage of time • Variable Ratio (VR) e.g., random (variable) reinforcement based on the number of goods produced, behaviors performed (such as gambling)

  7. Goal Setting Goal Awareness Goal Acceptability • It is best for goals to be: • Challenging (difficult) • Specific Knowledge of behaviors needed to achieve goals Feedback

  8. Goal Setting Model Moderating Factors Goal Commitment Feedback Ability Task Complexity Situational constraints Specific, High Goals Mediating Mechanisms Effort Persistence Direction Task Strategies (plans) High Performance Contingent & Non-Contingent Rewards High Expectancy Self-Efficacy Satisfaction (and anticipated satisfaction) Commitment to the Organization and its Goals

  9. Job Characteristics Model Critical Psychological States Core Job Dimensions Personal & Work Outcomes Skill Variety Task Identity Task Significance Meaningfulness of work • High intrinsic work motivation • High quality of work performance • High satisfaction with work • Low absenteeism and turnover Responsibility for work outcomes Autonomy Knowledge of work results Feedback Employee Growth Need Strength

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