Human Motivations Quarter

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

• 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

The predecessor lecture is Human Perceptions Quarter.

Concepts

1. Core value (collectively, also known as values). A basic conviction that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.
   • Values. Basic convictions about what is right and wrong.
   • Instrumental value. A preferable mode of behavior or mean of achieving one's terminal values.
   • Terminal value. A desirable end-state of existence; the goal a person would like to achieve during his or her lifetime.
   • Values system. A hierarchy based on a ranking of an individual's values in terms of their intensity.
   • Self-concordance. The degree to which people's reasons for pursuing goals are consistent with their interests and core values.
2. Personality. The sum total of ways in which an individual reacts to interacts with others.
   • Personality. The unique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations and interacts with others.
   • 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.
   • Machiavellianism. A measure of the degree to which people are pragmatic, maintain emotional distance, and believe that ends justify means.
   • Machiavellianism. The degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means.
   • Myers-Briggs Type Indicator. A personality test that taps four characteristics and classifies people into one of 16 personality types.
   • Narcissism. The tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement.
   • Openness to experience. A personality dimension that characterizes someone in terms of imagination, sensitivity, and curiosity.

1. Motivation. The process by which a person's efforts are energized, directed, and sustained toward attaining a goal.
   • Motivation. The processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal.
   • Motivators. A factor that increase job satisfaction and motivation.
   • 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.
   • 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.
   • 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.
   • 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.
   • Hygiene factor. A factor that eliminates job dissatisfaction, but don't motivate.
   • McClelland's theory of needs. A theory that states achievement, power, and affiliation are three important needs that help explain motivation.
   • 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.
   • 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 affiliation. The desire for friendly and close interpersonal relationships.
   • Need for affiliation. The desire for friendly and close interpersonal relationships.
   • Need for cognition. A personality trait of individuals depicting the ongoing desire to think and learn.
   • 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.
   • 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.
   • Operant conditioning. A theory of learning that says behavior is a function of its consequences.
   • Psychological need. A person's need for food, drink, shelter, sexual satisfaction, and other physical needs.
   • Safety need. A person's need for security and protection from physical and emotional harm.
   • Self-actualization need. A person's need to become what she or he is capable of becoming.
   • Self-determination theory. A theory of motivation that is concerned with the beneficial effects of extrinsic motivation.
   • Self-efficacy theory. An individual's belief that he or she is capable of performing a task.
   • Social need. A person's need for affection, belongingness, acceptance, and friendship.
   • Theory X. The assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to perform.
   • Theory Y. The assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction.
   • Three-needs theory. The motivation theory that says three acquired (not innate) needs -- achievement, power, and affiliation -- are major motives in work.
   • Self-efficacy. An individual's belief that she or he is capable of performing a task.
   • Self-esteem. An individual's degree of like or dislike for herself or himself.

• Attitude. An evaluative statement or judgment concerning objects, people, or events.
• Attitude. An evaluative statement, either favorable or unfavorable, concerning objects, people, or events.
• Availability bias. The tendency for people to base their judgments on information that is readily available to them.
• Attribution theory. A theory used to explain how we judge people differently depending on what meaning we attribute to a given behavior.
• Attribution theory. An attempt to determine whether an individual's behavior is internally or externally caused.
• Behavior. The actions of people.
• Behavioral component. That part of an attitude that refers to an intention to behave in a certain way toward someone or something.
• Behavioral component. The behavioral segment of an attitude that constitutes an intention to behave in a certain way toward someone or something.
• Agreeableness. A personality dimension that describes someone who is good natured, cooperative, and trusting.
• Assumed similarity. The assumption that others are like oneself.
• Behaviorism. A theory that argues that behavior follows stimuli in a relatively unthinking manner.
• Cognitive dissonance. Any incompatibility between two or more attitudes or between behavior and attitudes.
• Cognitive dissonance. Any incompatibility or inconsistency between attitudes or between behavior and attitudes.
• 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.
• 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.
• Conscientiousness. A personality dimension that describes someone who is responsible, dependable, persistent, and organized.
• 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.
• Discrimination. Noting of a difference between things; often we refer to unfair discrimination, which means making judgments about individuals based on stereotypes regarding their demographic group.
• Discrimination. When someone acts out their prejudicial attitudes toward people who are the targets of their prejudice.
• 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.
• Driving force. A force that directs behavior away from status quo (Kurt Lewin).
• 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.
• Emotional stability. A personality dimension that characterizes someone as calm, self-confident, and secure (positive) versus nervous, depressed, and insecure (negative).
• Hindrance stressor. A stressor that keep you from reaching your goals (for example, red tape, office politics, confusion over job responsibilities).
• 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.
• 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.
• Randomness error. The tendency of individuals to believe that they can predict the outcomes of random events.
• Reinforcer. A consequence immediately following a behavior, which increases the probability that the behavior will be repeated.
• Situation strength theory. A theory indicating that the way personality translates into behavior depends on the strength of the situation.

Practices

The successor lecture is Human Decisions Quarter.