Difference between revisions of "Human Motivations Quarter"

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(Concepts)
(Concepts)
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#'''[[Social stressor]]'''.
 
#'''[[Social stressor]]'''.
 
#*[[Social need]]. A person's need for basic affection, belongingness, acceptance, and friendship.
 
#*[[Social need]]. A person's need for basic affection, belongingness, acceptance, and friendship.
#*[[Need for affiliation]]. The desire for friendly and close interpersonal relationships.
 
 
#*[[Need for affiliation]]. The desire for friendly and close interpersonal relationships.
 
#*[[Need for affiliation]]. The desire for friendly and close interpersonal relationships.
 
#*[[Social want]]. A person's want for special affection, belongingness, acceptance, and friendship.
 
#*[[Social want]]. A person's want for special affection, belongingness, acceptance, and friendship.
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#*[[Esteem need]]. A person's need for internal factors such as self-respect, authority, and achievement, and external factors such as status, recognition, and attention.
 
#*[[Esteem need]]. A person's need for internal factors such as self-respect, authority, and achievement, and external factors such as status, recognition, and attention.
 
#*[[Need for power]]. The need to make others behave in a way in which they would not have behaved otherwise.
 
#*[[Need for power]]. The need to make others behave in a way in which they would not have behaved otherwise.
#*[[Need for power]]. The need to make others behave in a way that they would not have behaved otherwise.
 
#*[[Need for achievement]]. The drive to excel, to achieve in relationship to a set of standards, and to strive to succeed.
 
 
#*[[Need for achievement]]. The drive to succeed and excel in relation to a set of standards.
 
#*[[Need for achievement]]. The drive to succeed and excel in relation to a set of standards.
 
#*[[Efficacy want]]. A person's want for special internal factors such as self-respect, authority, and achievement, and external factors such as status, recognition, and attention.
 
#*[[Efficacy want]]. A person's want for special internal factors such as self-respect, authority, and achievement, and external factors such as status, recognition, and attention.

Revision as of 15:50, 15 April 2018

Human Motivations Quarter (hereinafter, the Quarter) is the first of four lectures of Operations Quadrivium (hereinafter, the Quadrivium):

The Quadrivium is the first of seven modules of Septem Artes Administrativi, which is a course designed to introduce its learners to general concepts in business administration, management, and organizational behavior.


Outline

The predecessor lecture is Human Perceptions Quarter.

Concepts

  1. Psychological drive. An innate, biologically determined urge to attain a goal or satisfy a need.
    • Drive doctrine. A theory that attempts to define, analyze, or classify the psychological drives. This doctrine is based on the principle that organisms have certain psychological needs and that a negative state of tension is created when these needs are not satisfied. When a need is satisfied, drive is reduced and the organism returns to a state of homeostasis and relaxation. According to the theory, psychological drive tends to increase over time and operates on a feedback control system, much like a thermostat.
    • Motivation. Enterprise efforts that account for an individual's intensity, direction, and persistence of effort toward attaining a goal.
    • Demotivation. Enterprise efforts by which a person's efforts toward attaining a goal are weakened, distracted, and declined.
  2. Drive factor. A factor that accounts for an individual's psychological drive.
  3. Psychological stress. In psychology, a feeling of strain and pressure. This feeling emerges as a response to one or more stressors or a lack of those. The reaction can possibly be pleasant, but the term, psychological stress, is usually used to describe unpleasant ones because constant and unpleasant reactions can cause serious health conditions. Some researches argue that human beings need some level of psychological stress in order to function normally.
  4. Stressor. A factor that causes stress. The factors may include demands, constraints, or opportunities.
  5. Stressor origin. The point or place either in the external or internal environment, where the stressor originates, arises, or is derived.
  6. Physical stressor.
    • Physiological need. A person's need for basic food, drink, shelter, and other physical needs.
    • Physiological want. A person's want for special food, drink, shelter, sexual satisfaction, and other physical wants.
  7. Safety stressor.
    • Safety need. A person's need for basic security and protection from physical and emotional harm.
    • Safety want. A person's want for special security and protection from physical and emotional harm.
  8. Social stressor.
    • Social need. A person's need for basic affection, belongingness, acceptance, and friendship.
    • Need for affiliation. The desire for friendly and close interpersonal relationships.
    • Social want. A person's want for special affection, belongingness, acceptance, and friendship.
  9. Efficacy stressor.
    • Esteem need. A person's need for internal factors such as self-respect, authority, and achievement, and external factors such as status, recognition, and attention.
    • Need for power. The need to make others behave in a way in which they would not have behaved otherwise.
    • Need for achievement. The drive to succeed and excel in relation to a set of standards.
    • Efficacy want. A person's want for special internal factors such as self-respect, authority, and achievement, and external factors such as status, recognition, and attention.
  10. Advancement stressor.
  11. Early theories of needs.
    • Two-factor theory (also known as motivation-hygiene theory). A theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction.
    • Two-factor theory (motivation-hygiene theory). The motivation theory that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction.
    • Hierarchy of needs theory. Maslow's theory that human needs -- psychological, safety, social, esteem, and self-actualization -- form a sort of hierarchy.
    • Hierarchy of needs. Abraham Maslow's hierarchy of five needs -- physiological, safety, social, esteem, and self-actualization -- in which, as each need is substantially satisfied, the next level becomes dominant.
    • McClelland's theory of needs. A theory that states achievement, power, and affiliation are three important needs that help explain motivation.
      1. Three-needs theory. The motivation theory that says three acquired (not innate) needs -- achievement, power, and affiliation -- are major motives in work.
  12. Extrinsic motivation.
    • Operant conditioning. A theory of learning that says behavior is a function of its consequences.
    • Theory X. The assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to perform.
    • Reinforcement theory. A theory that says that behavior is a function of its consequences.
      1. Reinforcement theory. The theory that behavior is a function of its consequences.
    • Reinforcer. A consequence immediately following a behavior, which increases the probability that the behavior will be repeated.
  13. Intrinsic motivation.
    • Theory Y. The assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction.
    • Equity theory. A theory that says that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.
    • Equity theory. The theory that an employee compares her or his job's input-outcomes ratio with that of relevant others and then corrects any inequity.
    • Expectancy theory. A theory that says that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.
    • Expectancy theory. The theory that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness to the individual.
    • Self-efficacy theory. An individual's belief that he or she is capable of performing a task.
    • Self-efficacy. An individual's belief that she or he is capable of performing a task.
  14. Tailored motivation.
    • Goal-setting theory. A theory that says that specific and difficult goals, with feedback, lead to higher performance.
    • Goal-setting theory. The proposition that specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals.
    • Self-determination theory. A theory of motivation that is concerned with the beneficial effects of extrinsic motivation.
    • Cognitive evaluation theory. A version of self-determination theory that holds that allocating extrinsic rewards for behavior intristically rewarding tends to decrease the overall level of motivation if the rewards are seen as controlling.

Methods

Instruments

Practices

The successor lecture is Individual Decisions Quarter.

Materials

Recorded audio

Recorded video

Live sessions

Texts and graphics

See also

  1. https://en.wikipedia.org/wiki/Stressor
  2. http://humanstress.ca/stress/what-is-stress/stressors/