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States that people are motivated according to the strength of their desire either to perform in terms of a standard of excellence or to succeed in competitive situations.

Focuses on an individual's feelings of how fairly she is treated in comparison with others.

Based on Inputs and outcomes.

Inputs - represent what an individual contributes to an exchange
Outcomes - are what an individual receives from the exchange.

States that people are motivated to work when they believe they can achieve things they want from their jobs.

Factors external to the job

Results of behaviors associated with doing the job itself

Level of performance
amount of absenteeism
quality of work

A specific result that an individual wants to achieve.

The extent to which an individual desires the opportunity for self-direction, learning and personal accomplishment at work.

Essentially the same as Maslow's esteem and self-actualization needs concepts.

Hygiene factors include company policy and administration, technical supervision, salary, fringe benefits, working conditions, interpersonal relations.  Factors external to the job (extrinsic)

Variable in Expectancy Model

The relationship between first -level and second-level outcomes
Values from -1 to +1

-1 attainment of second-level outcomes is inversely related to achievement of a first-level outcome.

0 No relationship

+1 Positive relationship

Factors that are internal to the job or the person.

Increasing  the amounts of skill variety, task identity, task significance, autonomy, and feedback in a job.

increases experienced meaningfulness, personal responsibility, and knowledge of results.

Skill Variety - The extent to which the job requires a variety of employee competencies to out the work
Task Identity - The extent to which a job requires an employee to complete a whole and identifiable piece of work, that is, doing a task from beginning to end with a visible outcome
Task Significance - The extent to which an employee perceives the job as having a substantial impact on the lives of other people, whether those people are within or outside the organization
Autonomy - The extent to which the job provides empowerment and discretion to an employee in scheduling tasks and in determining procedures to be used in carrying out those tasks
Job Feedback - The extent to which carrying out job-related tasks provides direct and clear information about the effectiveness of an employee’s performance

A measure of job enrichment  Places emphasis on autonomy and feedback.

Skill variety+task identity+task significance/3
*autonomy
*feedback

The forces acting on or within a person that cause the person to behave in a specific, goal-directed manner

Motivator factors include the work itself, recognition, advancement, and responsibility. Directly related to the job and largely internal to the individual (intrinsic)

Model proposes that two sets of factors - motivators and hygienes - are the primary causes of job satisfaction and dissatisfaction.

Motivator factors include the work itself, recognition, advancement, and responsibility. Directly related to the job and largely internal to the individual (intrinsic)

Hygiene factors include company policy and administration, technical supervision, salary, fringe benefits, working conditions, interpersonal relations.  Factors external to the job (extrinsic)

The most widely recognized model of motivation

Maslow suggested that people have a complex set of needs that can be arranged in a hierarchy.

Physiological Needs - food, water, air, shelter
Security Needs - safety, stability, and the absence of of pain, threat, or illness
Affiliation needs - friendship, love, and a feeling of belonging
Esteem Needs - achievement, self-worth, recognition, respect
Self-Actualization Needs - People realizing their full potential and all that they can become

Refers to employees who perform tasks that exceed job duties

The perceived fairness of rules and how decisions are made.  Procedural justice examines the impact of the process used to make a decision.

Holds that employees are going to be more motivated to perform at a high level when they perceive as fair the procedures used to make decisions about the distribution of outcomes.

The rewards (positive or negative) that first-level outcomes are likely to produce.

Pay increase, promotion, acceptance by co-workers, job security, reprimands, dismissal.

Measures strength of a person's motivation.

Uses pictures to to arouse many kinds of reactions in the person being tested.

An individual's preference for a second-level outcome.

An outcome is positive when it is preferred and negative when it is to be avoided

Outcomes with positive valence:
being respected by friends and coworkers
performing meaningful work
having job security
earning enough to support a family

Negative valence outcomes:
being laid off
being passed over for promotion
being discharged for sexual harassment

Focuses on an individual's feelings of how fairly she is treated in comparison to others.

include cultural values, organizational policies and administration, technical supervision, salary and benefits, interpersonal relations, travel requirements, and work conditions (lighting, heat, safety)

The extent to which employees are satisfied with contextual factors at work often influences their willingness or ability to respond to positively enriched jobs