Motivation, Management, Leadership, and Power Theories
Chapter 6: Motivation Theories
Motivation: The process responsible for the intensity, direction, and persistence of an individual’s efforts to achieve a goal.
Maslow’s Hierarchy of Needs
- Physiological
- Safety
- Social
- Esteem
- Self-realization
Theory X
Employees inherently dislike work, avoid it when possible, and need coercion, control, or threats of punishment. They avoid responsibilities and seek guidance.
Theory Y
Work is as natural as rest or play for employees. They are self-directed and self-controlled, learn to accept or seek responsibility, and are capable of making decisions.
Two-Factor Theory
Hygiene factors (dissatisfaction and non-satisfaction) and motivational factors (satisfaction and non-satisfaction).
ERG Theory
Three core needs: existence (basic material requirements), relatedness (interpersonal relationships), and growth (personal development).
McClelland’s Theory of Needs
Three needs: achievement (pursuit of excellence), power (need to influence), and affiliation (desire for relationships).
Cognitive Evaluation Theory
Introducing external rewards for intrinsically rewarding jobs can decrease motivation.
Goal-Setting Theory
The intention to strive for a goal is a major source of work motivation. Goals inform employees what needs to be done and the effort required.
Reinforcement Theory
Encouraging a behavior with immediate recognition increases the likelihood of its repetition.
Chapter 7: Management Practices
Participatory Management by Objectives (PMBO)
Emphasizes participatory management with tangible, verifiable, and measurable goals. Includes specificity, participative decision-making, and performance feedback.
Employee Recognition Programs
Range from simple ‘thank you’ to explicit programs that encourage specific behaviors and identify procedures for gaining recognition.
Employee Involvement Programs
Participatory programs that utilize employee capacity to stimulate commitment. Examples include participatory management, representation, quality circles, and share ownership plans.
New Work Plans
- Job Rotation: Transferring employees to different areas to reduce boredom and increase motivation.
- Job Enlargement: Increasing the variety of activities.
- Job Enrichment: Vertically expanding functions to increase control over planning, implementation, and evaluation.
- Flexible Hours: Allowing autonomy in arrival and departure times.
- Job Sharing: Two or more people sharing a full-time job.
- Telecommuting: Working remotely with flexible hours and freedom from office interruptions.
Variable Pay Programs
Compensation based on performance measures, such as units produced, wage incentives, profit sharing, and gainsharing.
Chapter 11: Leadership
Leadership Defined
The ability to influence a group to achieve goals. Influence can be formal or informal, and leaders can emerge naturally or through formal appointment.
Trait Theories
Differentiating leaders from non-leaders based on personal qualities and characteristics.
Behavioral and Contingency Theories
Theories focusing on leadership behaviors and situational factors.
Chapter 13: Power and Politics
Power Defined
The ability of A to influence B’s behavior so that B acts in accordance with A’s will.
Leaders use power to achieve group goals.
Formal Power
- Coercive power
- Reward power
- Legitimate power
- Information power
Personal Power
- Expert power
- Referent power
- Charismatic power