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MGMT 321 - Week 4 Notes

by: Sonia Brosnan

MGMT 321 - Week 4 Notes MGMT 321

Marketplace > University of Oregon > Business > MGMT 321 > MGMT 321 Week 4 Notes
Sonia Brosnan
GPA 3.8

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About this Document

Complete document of all we covered this week in class about motivation! What motivates you? Feel free to share :)
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This 2 page Class Notes was uploaded by Sonia Brosnan on Thursday April 21, 2016. The Class Notes belongs to MGMT 321 at University of Oregon taught by in Spring 2016. Since its upload, it has received 26 views. For similar materials see Management in Business at University of Oregon.

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Date Created: 04/21/16
Ch. 9: Motivation ● Motivation ­ set of forces that energize, direct, and sustain behavior ● 2 sources of motivation: ○ Push forces ­ internal from the person ■ Ex: needs for self­esteem, attitudes about self or job, goals ○ Pull forces ­ external from the environment ■ Ex: supervisor, compensation ● Rewards ○ Extrinsic ­ the payoff a person receives from others for performing a particular task ■ Ex: money, praise ○ Intrinsic ­ satisfaction a person receives from performing the particular task itself ■ Ex: joy ● Overjustification effect ­ in certain cases, extrinsic rewards may undermine intrinsic motivation  ● Content perspective ○ What motivates employees? ○ Personal needs that workers attempt to satisfy ○ Ex: Maslow’s hierarchy of needs ­ if a lower level need isn’t satisfied (physio), one couldn’t  expect to satisfy a higher need (safety) ○ Ex: Alderfer ­ ERG (existence, relatedness, growth) ­ one can move up and down levels ● Takeaway: a worker’s motivation goes beyond a paycheck ● Self­determination theory ­ people are driven to try to grow and attain fulfillment, with their  behavior and well being influenced by 3 innate needs: ○ Competence ■ “I want to feel a sense of mastery.” ○ Autonomy ■ “I want to feel independent and able to influence my environment.” ○ Relatedness ■ “I want to feel connected to other people.” ● TED Talk: Dan Pink ○ Money leads to better performance in simple/mechanical tasks ○ With more complicated tasks, more money leads to worse performance ○ How to motivate: ■ Pay people enough ■ Autonomy, mastery, purpose ■ Self­determination theory ● Process perspective ○ How motivation works ○ Ways in which variable combine to affect the amount of effort an employee is willing to put  forth ● Expectancy theory ­ people are motivated by 2 things: ○ How much they want something ○ How likely they think they are to get it ● Multiplicative model ­ all variables must be high for motivation to be high ○ Identify strong rewards ○ Strengthen belief that efforts lead to rewards ○ Clarify where efforts should be directed 


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