5: Theories of Motivation
- Page ID
- 34444
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\(\newcommand{\avec}{\mathbf a}\) \(\newcommand{\bvec}{\mathbf b}\) \(\newcommand{\cvec}{\mathbf c}\) \(\newcommand{\dvec}{\mathbf d}\) \(\newcommand{\dtil}{\widetilde{\mathbf d}}\) \(\newcommand{\evec}{\mathbf e}\) \(\newcommand{\fvec}{\mathbf f}\) \(\newcommand{\nvec}{\mathbf n}\) \(\newcommand{\pvec}{\mathbf p}\) \(\newcommand{\qvec}{\mathbf q}\) \(\newcommand{\svec}{\mathbf s}\) \(\newcommand{\tvec}{\mathbf t}\) \(\newcommand{\uvec}{\mathbf u}\) \(\newcommand{\vvec}{\mathbf v}\) \(\newcommand{\wvec}{\mathbf w}\) \(\newcommand{\xvec}{\mathbf x}\) \(\newcommand{\yvec}{\mathbf y}\) \(\newcommand{\zvec}{\mathbf z}\) \(\newcommand{\rvec}{\mathbf r}\) \(\newcommand{\mvec}{\mathbf m}\) \(\newcommand{\zerovec}{\mathbf 0}\) \(\newcommand{\onevec}{\mathbf 1}\) \(\newcommand{\real}{\mathbb R}\) \(\newcommand{\twovec}[2]{\left[\begin{array}{r}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\ctwovec}[2]{\left[\begin{array}{c}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\threevec}[3]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\cthreevec}[3]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\fourvec}[4]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\cfourvec}[4]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\fivevec}[5]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\cfivevec}[5]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\mattwo}[4]{\left[\begin{array}{rr}#1 \amp #2 \\ #3 \amp #4 \\ \end{array}\right]}\) \(\newcommand{\laspan}[1]{\text{Span}\{#1\}}\) \(\newcommand{\bcal}{\cal B}\) \(\newcommand{\ccal}{\cal C}\) \(\newcommand{\scal}{\cal S}\) \(\newcommand{\wcal}{\cal W}\) \(\newcommand{\ecal}{\cal E}\) \(\newcommand{\coords}[2]{\left\{#1\right\}_{#2}}\) \(\newcommand{\gray}[1]{\color{gray}{#1}}\) \(\newcommand{\lgray}[1]{\color{lightgray}{#1}}\) \(\newcommand{\rank}{\operatorname{rank}}\) \(\newcommand{\row}{\text{Row}}\) \(\newcommand{\col}{\text{Col}}\) \(\renewcommand{\row}{\text{Row}}\) \(\newcommand{\nul}{\text{Nul}}\) \(\newcommand{\var}{\text{Var}}\) \(\newcommand{\corr}{\text{corr}}\) \(\newcommand{\len}[1]{\left|#1\right|}\) \(\newcommand{\bbar}{\overline{\bvec}}\) \(\newcommand{\bhat}{\widehat{\bvec}}\) \(\newcommand{\bperp}{\bvec^\perp}\) \(\newcommand{\xhat}{\widehat{\xvec}}\) \(\newcommand{\vhat}{\widehat{\vvec}}\) \(\newcommand{\uhat}{\widehat{\uvec}}\) \(\newcommand{\what}{\widehat{\wvec}}\) \(\newcommand{\Sighat}{\widehat{\Sigma}}\) \(\newcommand{\lt}{<}\) \(\newcommand{\gt}{>}\) \(\newcommand{\amp}{&}\) \(\definecolor{fillinmathshade}{gray}{0.9}\)- 5.1: A Motivating Place to Work: The Case of Zappos
- This page discusses Zappos' distinctive corporate culture centered on happiness and motivation, which includes extensive training, a quitting incentive, and an on-site life coach. After being acquired by Amazon, Zappos preserved its transparency and flat structure while prioritizing employee satisfaction and health benefits. CEO Tony Hsieh emphasizes the importance of happiness for fostering customer loyalty and motivating employees.
- 5.2: Need-Based Theories of Motivation
- This page explores various employee motivation theories, including Maslow's hierarchy of needs, ERG theory, Herzberg's two-factor theory, and McClelland’s acquired-needs theory. It highlights the distinction between hygiene factors that prevent dissatisfaction and motivators that foster satisfaction.
- 5.3: Process-Based Theories
- This page covers workplace fairness through equity theory, emphasizing distributive, procedural, and interactional justice. Employees' perceptions of fairness impact commitment and motivation. Expectancy theory outlines how motivation relies on expectancy, instrumentality, and valence, and managers can enhance motivation via training and rewards. Additionally, reinforcement theory showcases the impact of rewards on behavior, advocating for positive reinforcement.
- 5.4: The Role of Ethics and National Culture
- This page examines the role of motivation in ethical behavior, emphasizing how rewards and punishments can lead to unethical actions, especially when positive outcomes reinforce these behaviors. It notes the cultural dependency of motivation, indicating that Western-based theories may not universally apply. Furthermore, it highlights the varying perceptions of fairness and ethics across cultures, advocating for context-sensitive approaches to understand motivation in diverse settings.
- 5.5: Motivation in Action: The Case of Trader Joe’s
- This page highlights Trader Joe’s unique positioning as a grocery chain that emphasizes store-brand and gourmet foods, supported by a friendly atmosphere and generous employee benefits. Regular evaluations and staff autonomy boost job satisfaction, while a collaborative culture and opportunities for internal promotions enhance employee dedication.
- 5.6: Conclusion
- This page reviews motivation theories that explain employee behavior, focusing on needs and cognitive processes. It highlights the importance for managers to understand these theories to better grasp employee motivations influenced by needs, fairness, and consequences. Although no single theory is all-encompassing, each provides useful insights for analyzing and managing workplace behaviors.
- 5.7: Exercises
- This page addresses ethical dilemmas in employee motivation concerning health and diversity training, as well as a reward distribution scenario. It critiques a company's plan to incentivize healthy behaviors with potential job security and financial penalties, questioning its morality. It also points out low engagement in mandatory diversity training despite compensation.