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. Human drive.
   • 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.
   • Demotivation. The process by which a person's efforts toward attaining a goal are weakened, distracted, and declined.
2. Drive factor.
   • Motivator. A factor that increase job satisfaction and motivation.
   • Demotivator. A factor that decrease job satisfaction and 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.
   • Hygiene factor. A factor that eliminates job dissatisfaction, but don't motivate.
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.
   • 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.
   • Stress administration. Practice and a set of concepts, based on that practice, that define culture of coping or dealing effectively with psychological stress.
4. Stressor. A factor that causes stress. The factors may include demands, constraints, or opportunities.
   • Need.
   • Needed solution impediment.
   • Change opportunity.
   • Change threat.
5. Stressor origin. The point or place either in the external or internal environment, where the stressor originates, arises, or is derived.
   • Intrinsic stressor.
   • Extrinsic stressor.
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.
   • 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 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.
   • 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.
    • 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.
    • Advancement want. A person's want to become what she or he is capable of becoming.
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.

1. • 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.

1. • 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.

1. • 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.

1. • Operant conditioning. A theory of learning that says behavior is a function of its consequences.
   • Self-determination theory. A theory of motivation that is concerned with the beneficial effects of extrinsic motivation.
     1. Theory Y. The assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction.
     2. 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.
   • 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.
   • Self-esteem. An individual's degree of like or dislike for herself or himself.
   • 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.
     2. Theory X. The assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to perform.
     3. Reinforcer. A consequence immediately following a behavior, which increases the probability that the behavior will be repeated.

• Behaviorism. A theory that argues that behavior follows stimuli in a relatively unthinking manner.
• 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.

• Interpersonal skill. The ability to work well with other people individually and in a group.

Practices

The successor lecture is Human Decisions Quarter.

See also

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