Difference between revisions of "Human Motivations Quarter"

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[[Human Motivations Quarter]] (hereinafter, the ''Quarter'') is a lecture introducing the learners to [[individuals analysis]] 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]].
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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]].
  
  
 
==Outline==
 
==Outline==
''[[Human Perceptions Quarter]] is the predecessor lecture. In the [[enterprise analysis]] series, the previous lecture is [[Monitoring Quarter]].''
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''[[Human Perceptions Quarter]] is the predecessor lecture. In the [[enterprise research]] series, the previous lecture is [[Monitoring Quarter]].''
  
 
===Concepts===
 
===Concepts===
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#*[[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.
 
#*[[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.
 
#*[[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.
 
#*[[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.
#*[[Demotivation]]. [[Enterprise effort]]s by which a person's efforts toward attaining a goal are weakened, distracted, and declined.
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#*[[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.
 
#'''[[Motivation component]]'''. A part or element of someone's [[motivation]].
 
#'''[[Motivation component]]'''. A part or element of someone's [[motivation]].
 
#*[[Motivated direction]]. The course along which someone moves because of his or her [[motivation]].
 
#*[[Motivated direction]]. The course along which someone moves because of his or her [[motivation]].
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#'''[[Drive factor]]'''. A factor that accounts for an individual's [[psychological drive]].
 
#'''[[Drive factor]]'''. A factor that accounts for an individual's [[psychological drive]].
 
#*[[Motivator]]. A [[drive factor]] that increase [[job satisfaction]] and [[motivation]].
 
#*[[Motivator]]. A [[drive factor]] that increase [[job satisfaction]] and [[motivation]].
#*[[Demotivator]]. A [[drive factor]] that decrease [[job satisfaction]] and [[motivation]].
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#*[[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.
 
#*[[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.
#'''[[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.
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#[[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]].
 
#*[[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.
 
#*[[Need]]. (1) Something that is wanted or required; (2) Circumstances in which something is necessary, or that require some course of action.
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#*[[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.
#'''[[Efficacy stressor]]'''. A [[stressor]] such as [[esteem need]], [[efficacy want]], or [[risk]] related to esteem and efficacy factors.
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#'''[[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-respect, authority, power, and achievement, as well as external factors such as status, recognition, and attention.
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#*[[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.
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#*[[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.
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#'''[[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.
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#*[[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 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.
 
#'''[[Advancement stressor]]'''. A [[stressor]] such as [[self-actualization need]], [[advancement want]], or [[risk]] related to advancement factors.
 
#*[[Self-actualization need]]. A person's need to become what she or he is capable of becoming.
 
 
#*[[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.
#*[[Advancement want]]. A person's want to become what she or he is capable of becoming.
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#*[[Self-actualization want]]. A person's want to become what she or he is capable of becoming.
 
#'''[[Early theories of needs]]'''. A group of early theories of motivation that suggested that some particular needs drive human behavior.
 
#'''[[Early theories of needs]]'''. A group of early theories of motivation that suggested that some particular needs drive human behavior.
 
#*[[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.
 
#*[[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.
#*[[File:Needs.png|400px|thumb|right|Hierarchy of needs]][[Hierarchy of needs]] (or [[hierarchy of needs theory]]). Abraham Maslow's theory suggests that human needs form a sort of hierarchy in which, as each need is substantially satisfied, the next level becomes dominant.
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#*[[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.
#*[[Need theory]] (or [[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.
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#*[[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.
 
#'''[[Extrinsic motivation]]'''. [[Motivation]] caused by [[extrinsic factor]]s.
 
#*[[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.
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#'''[[Intrinsic motivation]]'''. [[Motivation]] caused by [[intrinsic factor]]s.
 
#'''[[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.
 
#*[[Theory Y]]. The assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction.
#*[[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.
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#*[[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.
#*[[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.
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#*[[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''.
#*[[Self-efficacy theory]]. An individual's belief that he or she is capable of performing a task.
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#*[[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.
#*[[Self-efficacy]]. An individual's belief that she or he is capable of performing a task.
 
 
#'''[[Tailored motivation]]'''. [[Motivation]] caused by a combination of [[intrinsic factor|intrinsic]] and [[extrinsic factor]]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.
 
#*[[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.
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===Roles===
 
===Roles===
#'''[[Unaware stakeholder]]'''. A [[stakeholder]] who is unaware of an [[enterprise effort]]; he or she has no information about this development.
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#'''[[Stakeholder role]]'''.
#'''[[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.
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#*[[Unaware stakeholder]]. A [[stakeholder]] who is unaware of an [[enterprise effort]]; he or she has no information about this development.
#'''[[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.
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#*[[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.
#'''[[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.
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#*[[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.
#'''[[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.
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#*[[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.
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#*[[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.
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#'''[[Stakeholder behavior]]'''.
  
 
===Methods===
 
===Methods===
 +
#'''[[Carrot and stick]]'''.
  
 
===Instruments===
 
===Instruments===
#'''[[Stakeholder-analysis tool]]'''. A tangible and/or software implement used to analyze [[stakeholder]]s.
 
#*[[Power-interest grid]] (or [[power-interest matrix]]). A [[stakeholder-analysis tool]] designed to help categorize [[stakeholder]]s depending on their power and interest in the [[enterprise effort]], as well as suggest [[strategy|strategi]]es needed to handle them.
 
#*[[Influence-interest grid]]. A [[stakeholder-analysis tool]] designed to help categorize [[stakeholder]]s depending on their interest in and influence on the [[enterprise effort]].
 
#*[[Power-interest-attitude grouping]].  A [[stakeholder-analysis tool]] designed to help categorize [[stakeholder]]s depending on their power, interest in, and attitude to the [[enterprise effort]].
 
 
#'''[[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.
 
#'''[[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.
  
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: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.
 
: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.
  
''[[Individual Decisions Quarter]] is the successor lecture. In the [[enterprise analysis]] series, the next lecture is [[Social Rationale Quarter]].''
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''[[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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#https://en.wikipedia.org/wiki/Stressor
 
#https://en.wikipedia.org/wiki/Stressor
 
#http://humanstress.ca/stress/what-is-stress/stressors/
 
#http://humanstress.ca/stress/what-is-stress/stressors/
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[[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.
    • 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. 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/