Topics: Motivation, Reward system, Maslow's hierarchy of needs Pages: 4 (1427 words) Published: July 15, 2011

12.1 Motivating for Performance
Motivation is defined as the psychological processes that arouse and direct goal–directed behavior. In a simple model of motivation, people have certain needs that motivate them to perform specific behaviors for which they receive rewards that feed back and satisfy the original need. Rewards are of two types: (1) An extrinsic reward is the payoff, such as money, a person receives from others for performing a particular task. (2) An intrinsic reward is the satisfaction, such as a feeling of accomplishment, that a person receives from performing the particular task itself. As a manager, you want to motivate people to do things that will benefit your organization—join it, stay with it, show up for work at it, perform better for it, and do extra for it. Four major perspectives on motivation are (1) content, (2) process, (3) job design, and (4) reinforcement.

12.2 Content Perspectives on Employee Motivation
Content perspectives or need-based perspectives emphasize the needs that motivate people. Needs are defined as physiological or psychological deficiencies that arouse behavior. Besides the McGregor Theory X/Theory Y (Chapter 1), need-based perspectives include (1) the hierarchy of needs theory, (2) the ERG theory, (3) the acquired needs theory, and (4) the two-factor theory. The hierarchy of needs theory proposes that people are motivated by five levels of need: physiological, safety, love, esteem, and self-actualization needs. ERG theory assumes that three basic needs influence behavior—existence, relatedness, and growth. The acquired needs theory states that three needs—achievement, affiliation, and power—are major motives determining people's behavior in the workplace. The two-factor theory proposes that work satisfaction and dissatisfaction arise from two different factors—work satisfaction from so-called motivating factors, and work dissatisfaction from so-called hygiene...
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