3 theories associated 3 theories associated with needswith needs

Need for AchievementNeed for Achievement

Drive to excelDrive to excel To achieve in relation to standardsTo achieve in relation to standards Strive to succeed.Strive to succeed.

Need for PowerNeed for Power

Need to make others behave in a Need to make others behave in a way that they would not have way that they would not have behaved otherwise behaved otherwise

Need for AffiliationNeed for Affiliation

Desire for friendly and close Desire for friendly and close interpersonal relationshipsinterpersonal relationships

Most AttentionMost Attention Need for achievement gets the most attentionNeed for achievement gets the most attention People who strive for achievement are striving for personal achievement People who strive for achievement are striving for personal achievement

rather than successrather than success Efficiency is importantEfficiency is important More important than anyone has beforeMore important than anyone has before Prefer jobs that offer personal responsibility Prefer jobs that offer personal responsibility They need immediate feedback to show progressionThey need immediate feedback to show progression Set challenging goalsSet challenging goals Avoid easy goalsAvoid easy goals They focus on their own accomplishmentsThey focus on their own accomplishments Not concerned with others and their accomplishmentsNot concerned with others and their accomplishments

Reinforcement TheoryReinforcement Theory Behaviour is influenced by consequencesBehaviour is influenced by consequences Behaviour is caused by reinforcers , which are consequences that when Behaviour is caused by reinforcers , which are consequences that when

given immediately following a behaviour , increase the probability that given immediately following a behaviour , increase the probability that the behaviour will be repeatedthe behaviour will be repeated

B F Skinner B F Skinner explains the reinforcement theory by saying that people will explains the reinforcement theory by saying that people will engage in a certain behaviour if they are rewarded. The reward has to be engage in a certain behaviour if they are rewarded. The reward has to be in concert with the behaviour in order for it to be accepted. Behaviour in concert with the behaviour in order for it to be accepted. Behaviour that is not rewarded, or punished will not be repeated. that is not rewarded, or punished will not be repeated.

Managers can influence employees behaviour by reinforcing actions that Managers can influence employees behaviour by reinforcing actions that are desirableare desirable

Managers should ignore, not punish, unfavorable behaviour . However, it Managers should ignore, not punish, unfavorable behaviour . However, it can cause problems with employees. (Negative affect)can cause problems with employees. (Negative affect)

Equity TheoryEquity Theory Developed by Stacey AdamsDeveloped by Stacey Adams Proposes tat employees perceive what they get from a job situation in Proposes tat employees perceive what they get from a job situation in

relation to what they put in. They then compare it to others they work with relation to what they put in. They then compare it to others they work with (Competitors)(Competitors)

People want to get what they out in in relation to others who produce the People want to get what they out in in relation to others who produce the same amounts. They may think things are unequal in this case. same amounts. They may think things are unequal in this case.

Perception of InequityPerception of Inequity

Distort what they produce or the Distort what they produce or the production of othersproduction of others

Behave in such a way that would Behave in such a way that would induce others to change what they do. induce others to change what they do.

Behave in such a way that would Behave in such a way that would change their own productionchange their own production

Choose a different comparison personChoose a different comparison person Quit your jobsQuit your jobs

Referent Referent Those things that individuals compare themselves against in order to Those things that individuals compare themselves against in order to

access equity.access equity.

Other Other includes other individuals with similar jobs in the same organization includes other individuals with similar jobs in the same organization but also includes friends, neighbors, or professional associates. They but also includes friends, neighbors, or professional associates. They compare their pay with others and what they hear at work, newspapers, compare their pay with others and what they hear at work, newspapers, and other media outlets. and other media outlets.

System System includes organization pay policies and the administration of the includes organization pay policies and the administration of the system system

Self Self refers to the production of ones own self. refers to the production of ones own self.

Expectancy theoryExpectancy theory An individual tends to act in a way based on the expectation that the act An individual tends to act in a way based on the expectation that the act

will be followed by a given outcome and on the attractiveness of the will be followed by a given outcome and on the attractiveness of the outcome on the individual outcome on the individual

I. link effort with performanceI. link effort with performance

II. Performing at a certain level will give a certain desired outcomeII. Performing at a certain level will give a certain desired outcome

III. Attractiveness of a rewardIII. Attractiveness of a reward

Motivating Employees from Diverse CulturesMotivating Employees from Diverse Cultures

Recognize differencesRecognize differences Respect values and work ethicsRespect values and work ethics Allow flexibility among people Allow flexibility among people

Motivating Minimum Wage Motivating Minimum Wage Employees Employees

Employee recognitionEmployee recognition EmpowermentEmpowerment Career developmentCareer development

Motivating Contingent Motivating Contingent EmployeesEmployees

An opportunity to become full time.An opportunity to become full time. Official Recognition for good workOfficial Recognition for good work Daily praise Daily praise

Motivation of Professional and Motivation of Professional and Technological peopleTechnological people

Money and recognition are low on Money and recognition are low on the priority scale.the priority scale.

They like to tackle problems and find They like to tackle problems and find solutionssolutions

They need new assignment ands and They need new assignment ands and challenging projects.challenging projects.

They need autonomyThey need autonomy

How to motivate contingent How to motivate contingent employeesemployees

Opportunity to become a full time Opportunity to become a full time employeeemployee

Opportunity for training Opportunity for training

Using rewards to motivate Using rewards to motivate

MoneyMoney

The most commonly used rewardThe most commonly used reward Employers cannot ignore the Employers cannot ignore the

importance of moneyimportance of money Valued more by men than womenValued more by men than women

Employee recognitionEmployee recognition

Employers can give attention Employers can give attention Give praise in privateGive praise in private Publish recognition for those who Publish recognition for those who

need acceptanceneed acceptance Throwing pizza partiesThrowing pizza parties

Pay for performancePay for performance

Use of bonuses, profit sharing, an per Use of bonuses, profit sharing, an per project pay is a way of motivating project pay is a way of motivating employeesemployees

Balancing life and work Balancing life and work

Flex scheduleFlex schedule

Compressed workweek- employees Compressed workweek- employees work longer, but less dayswork longer, but less days

Flexible work hours- creative with Flexible work hours- creative with your schedule as long as the more your schedule as long as the more critical times are covered critical times are covered

Job sharing Job sharing

Two or more people split a full time Two or more people split a full time jobjob

They want top work, but not full timeThey want top work, but not full time

Telecommuting Telecommuting

Gives people flexibility around time Gives people flexibility around time and schedulingand scheduling

Dress is optionalDress is optional Few interruptions Few interruptions