Difference between revisions of "Human Motivations Quarter"

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[[Human Motivations Quarter]] (hereinafter, the ''Quarter'') is the first of four lectures of [[Operations Quadrivium]] (hereinafter, the ''Quadrivium''):
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[[Human Motivations Quarter]] (hereinafter, the ''Quarter'') is a lecture introducing the learners to [[individuals research]] primarily through key topics related to [[motivation]]. The ''Quarter'' is the second of four lectures of [[Individuals Quadrivium]], which is the fourth of seven modules of '''[[Septem Artes Administrativi]]''' (hereinafter, the ''Course''). The ''Course'' is designed to introduce the learners to general concepts in [[business administration]], [[management]], and [[organizational behavior]].
−
*The ''Quarter'' is designed to introduce its learners to [[enterprise discovery]], or, in other words, to concepts related to obtaining data needed to administer the [[enterprise effort]]; and
 
−
*The ''Quadrivium'' examines concepts of administering various types of enterprises known as [[enterprise administration]] as a whole.
 
−
 
 
−
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==
 
==Outline==
−
''The predecessor lecture is [[Human Perceptions Quarter]].''
+
''[[Human Perceptions Quarter]] is the predecessor lecture. In the [[enterprise research]] series, the previous lecture is [[Monitoring Quarter]].''
  
 
===Concepts===
 
===Concepts===
−
#'''[[Motivation]].''' The process by which a person's efforts are energized, directed, and sustained toward attaining a goal.
+
#'''[[Psychological drive]]'''. An innate, biologically determined urge to attain a goal or satisfy a need.
−
#*[[Motivation]]. The processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal.
+
#*[[Drive doctrine]]. A theory that attempts to define, analyze, or classify the [[psychological drive]]s. 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.
−
#*[[Demotivation]]. The process by which a person's efforts are energized, directed, and sustained from attaining a goal.
+
#*[[Motivation]]. [[Enterprise effort]]s that account for an individual's [[motivation energy|intensity]], [[motivated direction|direction]], and [[motivated persistence|persistence]] of effort toward attaining a goal.
−
#*[[Motivator]]. A factor that increase job satisfaction and motivation.
+
#*[[File:Enterprise-justice.png|400px|thumb|right|[[Enterprise justice]]]][[Demotivation]]. [[Enterprise effort]]s by which a person's efforts toward attaining a goal are weakened, distracted, and declined.
−
#*[[Demotivator]]. A factor that decrease job satisfaction and motivation.
+
#'''[[Motivation component]]'''. A part or element of someone's [[motivation]].
−
#'''[[Two-factor theory]]''' (also known as [[motivation-hygiene theory]]). A theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction.
+
#*[[Motivated direction]]. The course along which someone moves because of his or her [[motivation]].
−
#*[[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.
+
#*[[Motivated energy]]. The strength, vitality, and intensity required for sustained physical or mental activity arrived from someone's [[motivation]].
−
#*[[Hygiene factor]]. A factor -- such as company policy and administration, supervision, and salary -- that, when adequate in a job, placates workers. When these factors are adequate, people will not be dissatisfied.
+
#*[[Motivated persistence]]. Firm or obstinate continuance in a course of action caused by someone's [[motivation]] in spite of difficulty or opposition.
−
#*[[Hygiene factor]]. A factor that eliminates job dissatisfaction, but don't motivate.
+
#'''[[Drive factor]]'''. A factor that accounts for an individual's [[psychological drive]].
−
#'''[[Psychological stress]]'''. In [[psychology]], a feeling of strain and pressure. This feeling emerges as a response to one or more [[stressor]]s 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.
+
#*[[Motivator]]. A [[drive factor]] that increase [[job satisfaction]] and [[motivation]].
−
#*[[Stressor]]. A factor that causes [[stress]]. The factors may include demands, constraints, or opportunities.
+
#*[[Demotivator]] (or a [[motivation killer]]). A [[drive factor]] that decrease [[job satisfaction]] and [[motivation]].
 +
#*[[Hygiene factor]]. A [[drive factor]] that eliminates [[job dissatisfaction]], but don't motivate. [[Hygiene factor]]s such as organizational policy and administration, supervision, and salary placate workers when adequate in a job. Employees are not dissatisfied when these ''factors'' are suitable.
 +
#[[File:Stress-vs-performance.png|400px|thumb|right|[[Psychological stress]]]]'''[[Psychological stress]]'''. In [[psychology]], a feeling of strain and pressure. This feeling emerges as a response to one or more [[stressor]]s 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.
 +
#*[[Stress administration]]. Practice and a set of concepts, based on that practice, that define culture of coping or dealing effectively with [[psychological stress]].
 +
#*[[Need]]. (1) Something that is wanted or required; (2) Circumstances in which something is necessary, or that require some course of action.
 +
#*[[Change risk]]. A [[risk]], positive and/or negative, of some [[change]].
 +
#'''[[Stressor]]'''. A [[factor]] that causes [[stress]]. The factors may include demands, constraints, or opportunities.
 +
#*[[Challenge stressor]]. A [[stressor]] associated with workload, pressure to complete tasks, and time urgency.
 
#*[[Hindrance stressor]]. A stressor that keep you from reaching your goals (for example, red tape, office politics, confusion over job responsibilities).
 
#*[[Hindrance stressor]]. A stressor that keep you from reaching your goals (for example, red tape, office politics, confusion over job responsibilities).
−
#*[[Challenge stressor]]. A [[stressor]] associated with workload, pressure to complete tasks, and time urgency.
+
#'''[[Factor]]'''. A circumstance, fact, or influence that contributes to a result.
−
#*[[Stress administration]]. Practice and a set of concepts, based on that practice, that define culture of coping or dealing effectively with [[psychological stress]].
+
#*[[Intrinsic factor]]. A [[factor]] originated intrinsically or, in other words, belonging naturally; a [[factor]] coming or operating from inside.
−
#'''[[Need]]'''.
+
#*[[Extrinsic factor]]. A [[factor]] originated extrinsically or, in other words, is not part of the essential nature of someone or something; a [[factor]] coming or operating from outside.
−
#*[[Psychological need]]. A person's need for food, drink, shelter, sexual satisfaction, and other physical needs.
+
#'''[[Physiological stressor]]'''. A [[stressor]] such as [[physiological need]], [[Physiological want|want]], or [[risk]] related to physiological factors.
−
#*[[Safety need]]. A person's need for security and protection from physical and emotional harm.
+
#*[[Physiological need]]. A person's need for basic food, drink, shelter, and other physical needs.
−
#*[[Social need]]. A person's need for affection, belongingness, acceptance, and friendship.
+
#*[[Physiological want]]. A person's want for special food, drink, shelter, sexual satisfaction, and other physical wants.
 +
#'''[[Safety stressor]]'''. A [[stressor]] such as [[safety need]], [[safety want|want]], or [[risk]] related to safety factors.
 +
#*[[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.
 +
#'''[[Social stressor]]'''. A [[stressor]] such as [[social need]], [[social want|want]], or [[risk]] related to social factors.
 +
#*[[Social need]]. A person's need for basic affection, belongingness, affiliation, 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.
−
#*[[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 stressor]]'''. A [[stressor]] such as [[esteem need]], [[esteem want]], or [[risk]] related to esteem, respect, and dignity factors.
 +
#*[[Esteem need]]. A person's need for internal factors such as self-esteem, respect, and dignity, as well as external factors such as status, recognition, and attention.
 +
#*[[Esteem want]]. A person's want for special internal factors such as self-esteem, respect, and dignity, and external factors such as status, recognition, and attention.
 +
#'''[[Terminal stressor]]'''. A [[stressor]] such as [[self-actualization need]] including [[need for power]], [[need for achievement]], and [[need for cognition]], [[self-actualization want]], or [[risk]] related to terminal factors.
 +
#*[[Self-actualization need]]. A person's need to become what she or he is capable of becoming.
 
#*[[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.
 
−
#*[[Self-actualization need]]. A person's need to become what she or he is capable of becoming.
 
−
#*[[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.
 
#*[[Need for cognition]]. A personality trait of individuals depicting the ongoing desire to think and learn.
 
#*[[Need for cognition]]. A personality trait of individuals depicting the ongoing desire to think and learn.
−
 
+
#*[[Self-actualization want]]. A person's want to become what she or he is capable of becoming.
−
#*[[Hierarchy of needs theory]]. Maslow's theory that human needs -- psychological, safety, social, esteem, and self-actualization -- form a sort of hierarchy.
+
#'''[[Early theories of needs]]'''. A group of early theories of motivation that suggested that some particular needs drive human behavior.
−
#*[[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.
+
#*[[Two-factor theory]] (also known as [[motivation-hygiene theory]]). The motivation theory that relates intrinsic factors to [[job satisfaction]] and associates extrinsic factors with dissatisfaction.
−
#*[[McClelland's theory of needs]]. A theory that states achievement, power, and affiliation are three important needs that help explain [[motivation]].
+
#*[[File:Needs.png|400px|thumb|right|[[Hierarchy of needs]]]][[Hierarchy of needs]] is a classification of [[need]]s originally proposed by Abraham Maslow for his [[hierarchy of needs theory]], which was one of [[early theories of motivation]] that suggested that human needs form a sort of hierarchy in which, as each need is substantially satisfied, the next level becomes dominant.
−
#*#[[Three-needs theory]]. The motivation theory that says three acquired (not innate) needs -- achievement, power, and affiliation -- are major motives in work.
+
#*[[McClelland's theory of needs]] (or [[McClelland's theory of needs|three-needs theory]]). Proposed by [[McClelland]], this ''theory'' suggests that three acquired (not innate) needs -- [[need for achievement|achievement]], [[need for power|power]], and [[need for affiliation|affiliation]] -- are major motives in work.
−
 
+
#'''[[Extrinsic motivation]]'''. [[Motivation]] caused by [[extrinsic factor]]s.
−
 
 
−
 
 
−
 
 
−
#'''[[Personality trait]]'''. An enduring characteristic that describes an individual's behavior.
 
−
#*[[Proactive personality]]. A personality trait that describes individuals who are more prone to take actions to influence their environments.
 
−
#*[[Proactive personality]]. People who identify opportunities, show initiative, take action, and persevere until meaningful change occurs.
 
−
#*[[Big Five Model]]. A personality assessment model that taps five basic dimensions.
 
−
#*[[Big Five Model]]. Personality trait model that includes extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience.
 
−
#*[[Extraversion]]. A personality dimension describing someone who is sociable, gregarious, and assertive.
 
−
#*[[Dark Triad]]. A constellation of negative personality traits consisting of [[Machiavellianism]], [[narcissism]], and [[psychopathy]].
 
−
#*[[Myers-Briggs Type Indicator]]. A personality test that taps four characteristics and classifies people into one of 16 personality types.
 
−
#*[[Type A personality]]. People who have a chronic sense of urgency and an excessive competitive drive.
 
−
#*[[Type B personality]]. People who are relaxed and easygoing and accept change easily.
 
−
#'''[[Trait activation theory]]'''. A theory that predicts that some situations, events, or interventions "activate" a trait more than others.
 
−
#*[[Situation strength theory]]. A theory indicating that the way personality translates into behavior depends on the strength of the situation.
 
−
 
 
−
#*[[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.
 
−
 
 
−
#*[[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.
 
−
 
 
 
#*[[Operant conditioning]]. A theory of learning that says behavior is a function of its consequences.
 
#*[[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 suggests 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.
 +
#'''[[Intrinsic motivation]]'''. [[Motivation]] caused by [[intrinsic factor]]s.
 +
#*[[Theory Y]]. The assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction.
 +
#*[[File:Equity-theory.png|400px|thumb|right|[[Equity theory]]]][[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.
 +
#*[[File:Expectancy-theory.png|400px|thumb|right|[[Expectancy theory]]]][[Expectancy theory]]. The theory that suggests 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. The [[path-goal model]] has been developed based on that ''theory''.
 +
#*[[File:Goals-and-efficacy.png|400px|thumb|right|[[Goal-setting theory]] and [[self-efficacy]]]][[Self-efficacy theory]]. A [[theory]] that suggests that an individual's [[self-efficacy]] is based on one or more [[self-efficacy source]]s.
 +
#'''[[Tailored motivation]]'''. [[Motivation]] caused by a combination of [[intrinsic factor|intrinsic]] and [[extrinsic factor]]s.
 +
#*[[Goal-setting theory]]. The proposition that suggests 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.
 
#*[[Self-determination theory]]. A theory of motivation that is concerned with the beneficial effects of extrinsic motivation.
−
#*#[[Theory Y]]. The assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction.
+
#*[[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.
−
#*#[[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.
+
#'''[[Stakeholder analysis]]'''. The work to identify the stakeholders who may be impacted by a proposed initiative and assess their interests and likely participation.
−
#*[[Self-efficacy theory]]. An individual's belief that he or she is capable of performing a task.
+
#*[[Stakeholder power]]. The [[power]] that a [[stakeholder]] has over an [[enterprise effort]]. Usually, this ''power'' is rated as high, medium, or low.
−
#*[[Self-efficacy]]. An individual's belief that she or he is capable of performing a task.
+
#*[[Stakeholder support]]. The degree to which a [[stakeholder]] supports an [[enterprise effort]]. Usually, this ''support'' is rated as positive, neutral, or negative.
−
#*[[Self-esteem]]. An individual's degree of like or dislike for herself or himself.
+
#*[[Stakeholder influence]]. The degree to which a [[stakeholder]] influences an [[enterprise effort]]. Usually, this ''influence'' is rated as high or low.
−
#*[[Reinforcement theory]]. A theory that says that behavior is a function of its consequences.
+
#*[[Stakeholder need]]. The degree to which a [[stakeholder]] is interested in outcomes of an [[enterprise effort]]. Usually, this ''need'' is rated as strong, medium, or weak.
−
#*#[[Reinforcement theory]]. The theory that behavior is a function of its consequences.
+
#*[[Stakeholder readiness]]. The degree to which a [[stakeholder]] is ready to getting outcomes from an [[enterprise effort]].
−
#*#[[Theory X]]. The assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to perform.
 
−
#*#[[Reinforcer]]. A consequence immediately following a behavior, which increases the probability that the behavior will be repeated.
 
  
−
*[[Availability bias]]. The tendency for people to base their judgments on information that is readily available to them.
+
===Roles===
−
*[[Attribution theory]]. A theory used to explain how we judge people differently depending on what meaning we attribute to a given behavior.
+
#'''[[Stakeholder role]]'''.
−
*[[Attribution theory]]. An attempt to determine whether an individual's behavior is internally or externally caused.
+
#*[[Unaware stakeholder]]. A [[stakeholder]] who is unaware of an [[enterprise effort]]; he or she has no information about this development.
−
*[[Assumed similarity]]. The assumption that others are like oneself.
+
#*[[Resistant stakeholder]]. A [[stakeholder]] who is resistant to an [[enterprise effort]]; he or she is aware of this development and resistant to the changes and impacts the [[enterprise effort]] may bring.
−
*[[Behaviorism]]. A theory that argues that behavior follows stimuli in a relatively unthinking manner.
+
#*[[Neutral stakeholder]]. A [[stakeholder]] who is neutral to an [[enterprise effort]]; he or she is aware of this development and neither supportive nor resistant to the changes and impacts the [[enterprise effort]] may bring.
−
*[[Cognitive dissonance]]. Any incompatibility between two or more [[attitude]]s or between behavior and attitudes.
+
#*[[Supportive stakeholder]]. A [[stakeholder]] who is supportive to an [[enterprise effort]]; he or she is aware of this development, as well as its potential changes and impacts, and supports them.
−
*[[Cognitive dissonance]]. Any incompatibility or inconsistency between attitudes or between behavior and attitudes.
+
#*[[Leading stakeholder]]. A [[stakeholder]] who is leading an [[enterprise effort]]; he or she is aware of this development and actively engaged to ensure its success.
−
*[[Core self-evaluation]]. Bottom-line conclusions individuals have about their capacities, competence, and worth as a person. In other words, self-believing in one's inner worth and basic competence.
+
#'''[[Stakeholder behavior]]'''.
−
*[[Contrast effect]]. Evaluation of a person's characteristics that is affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics.
 
−
*[[Distributive justice]]. Perceived fairness of the amount and allocation of rewards among individuals.
 
−
*[[Distributive justice]]. Perceived fairness of the amount and allocation of rewards among individuals.
 
−
*[[Ego strength]]. A personality measure of the strength of a person's convictions.
 
−
*[[Emotional dissonance]]. Inconsistencies between the emotions people feel and the emotions they project.
 
−
*[[Informational justice]]. The degree to which employees are provided truthful explanations for decisions.
 
−
*[[Positive affect]]. A mood dimension that consists of specific positive emotions such as excitement, enthusiasm, and elation at the high end.
 
−
*[[Positivity offset]]. The tendency of most individuals to experience a mildly positive mood at zero input (when nothing in particular is going on).
 
−
*[[Self-monitoring]]. A personality trait that measures an individual's ability to adjust his or her behavior to external, situational factors.
 
−
*[[Self-monitoring]]. A personality trait that measures the ability to adjust behavior to external situational factors.
 
−
*[[Randomness error]]. The tendency of individuals to believe that they can predict the outcomes of random events.
 
−
*[[Interpersonal skill]]. The ability to work well with other people individually and in a group.
 
−
*[[Locus of control]]. A personality attribute that measures the degree to which people believe they control their own fate.
 
  
 
===Methods===
 
===Methods===
 +
#'''[[Carrot and stick]]'''.
 +
 
===Instruments===
 
===Instruments===
 +
#'''[[Personality-motivation model]]'''. A technique that suggests evaluation of each of three components of [[motivation]] such as [[motivated direction|direction]], [[motivated energy|energy]], and [[motivated persistence|persistence]] based on someone's personality.
 +
 
===Practices===
 
===Practices===
 +
:Since no single theory of motivation exists, different concepts may be useful in different situations. In general, [[extrinsic motivation]] can be more useful for new employees, while [[intrinsic motivation|intrinsic one]] can work better for mature workers performing non-critical tasks. By its definition, [[tailored motivation]] sounds like the most expensive and/or time consuming, but it can be paid off when applied to the most critical [[human resource]]s.
  
−
''The successor lecture is [[Human Decisions Quarter]].''
+
''[[Individual Decisions Quarter]] is the successor lecture. In the [[enterprise research]] series, the next lecture is [[Social Rationale Quarter]].''
  
 
==Materials==
 
==Materials==
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==See also==
 
==See also==
 +
#https://en.wikipedia.org/wiki/Stressor
 +
#http://humanstress.ca/stress/what-is-stress/stressors/
 +
 +
[[Category:Septem Artes Administrativi]][[Category:Lecture notes]]

Latest revision as of 20:57, 17 March 2020

Human Motivations Quarter (hereinafter, the Quarter) is a lecture introducing the learners to individuals research primarily through key topics related to motivation. The Quarter is the second of four lectures of Individuals Quadrivium, which is the fourth of seven modules of Septem Artes Administrativi (hereinafter, the Course). The Course is designed to introduce the learners to general concepts in business administration, management, and organizational behavior.


Outline

Human Perceptions Quarter is the predecessor lecture. In the enterprise research series, the previous lecture is Monitoring 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.
    • Enterprise justice
      Demotivation. Enterprise efforts by which a person's efforts toward attaining a goal are weakened, distracted, and declined.
  2. Motivation component. A part or element of someone's motivation.
  3. Drive factor. A factor that accounts for an individual's psychological drive.
  4. Psychological stress
    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.
    • Stress administration. Practice and a set of concepts, based on that practice, that define culture of coping or dealing effectively with psychological stress.
    • Need. (1) Something that is wanted or required; (2) Circumstances in which something is necessary, or that require some course of action.
    • Change risk. A risk, positive and/or negative, of some change.
  5. Stressor. A factor that causes stress. The factors may include demands, constraints, or opportunities.
    • Challenge stressor. A stressor associated with workload, pressure to complete tasks, and time urgency.
    • Hindrance stressor. A stressor that keep you from reaching your goals (for example, red tape, office politics, confusion over job responsibilities).
  6. Factor. A circumstance, fact, or influence that contributes to a result.
    • Intrinsic factor. A factor originated intrinsically or, in other words, belonging naturally; a factor coming or operating from inside.
    • Extrinsic factor. A factor originated extrinsically or, in other words, is not part of the essential nature of someone or something; a factor coming or operating from outside.
  7. Physiological stressor. A stressor such as physiological need, want, or risk related to physiological factors.
    • 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.
  8. Safety stressor. A stressor such as safety need, want, or risk related to safety factors.
    • 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.
  9. Social stressor. A stressor such as social need, want, or risk related to social factors.
    • Social need. A person's need for basic affection, belongingness, affiliation, 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.
  10. Esteem stressor. A stressor such as esteem need, esteem want, or risk related to esteem, respect, and dignity factors.
    • Esteem need. A person's need for internal factors such as self-esteem, respect, and dignity, as well as external factors such as status, recognition, and attention.
    • Esteem want. A person's want for special internal factors such as self-esteem, respect, and dignity, and external factors such as status, recognition, and attention.
  11. Terminal stressor. A stressor such as self-actualization need including need for power, need for achievement, and need for cognition, self-actualization want, or risk related to terminal factors.
  12. Early theories of needs. A group of early theories of motivation that suggested that some particular needs drive human behavior.
  13. Extrinsic motivation. Motivation caused by extrinsic factors.
    • 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 suggests 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.
  14. Intrinsic motivation. Motivation caused by intrinsic factors.
  15. Tailored motivation. Motivation caused by a combination of intrinsic and extrinsic factors.
    • Goal-setting theory. The proposition that suggests 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.
  16. Stakeholder analysis. The work to identify the stakeholders who may be impacted by a proposed initiative and assess their interests and likely participation.

Roles

  1. Stakeholder role.
  2. Stakeholder behavior.

Methods

  1. Carrot and stick.

Instruments

  1. Personality-motivation model. A technique that suggests evaluation of each of three components of motivation such as direction, energy, and persistence based on someone's personality.

Practices

Since no single theory of motivation exists, different concepts may be useful in different situations. In general, extrinsic motivation can be more useful for new employees, while intrinsic one can work better for mature workers performing non-critical tasks. By its definition, tailored motivation sounds like the most expensive and/or time consuming, but it can be paid off when applied to the most critical human resources.

Individual Decisions Quarter is the successor lecture. In the enterprise research series, the next lecture is Social Rationale 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/
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