Human Motivations Quarter

Human Motivations Quarter (hereinafter, the Quarter) is the second of four lectures of Individuals 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. 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.
   • Motivator. A drive factor that increase job satisfaction and motivation.
   • Demotivator. A drive factor that decrease job satisfaction and motivation.
   • Hygiene factor. A drive factor that eliminates job dissatisfaction, but don't motivate. Hygiene factors 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.
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.
   • 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.
4. 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).
5. Stressor origin. The point or place either in the external or internal environment, where the stressor originates, arises, or is derived.
   • Intrinsic stressor. A stressor originated intrinsically.
   • Extrinsic stressor. A stressor originated extrinsically.
6. 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.
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.
    • 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). The motivation theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction.
    • 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.
    • Need theory (or three-needs theory). Proposed by McClelland, this theory suggests that 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 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.
13. Intrinsic motivation.
    • 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.
    • 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.
    • 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. 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.
15. Stakeholder analysis. The work to identify the stakeholders who may be impacted by a proposed initiative and assess their interests and likely participation.
    • Stakeholder power (high, medium, low)
    • Stakeholder support (positive, neutral, negative)
    • Stakeholder influence (high or low)
    • Stakeholder need (strong, medium, weak)
    • Stakeholder change readiness (unaware – this group has no information about the project; resistant – aware of project and resistant to the changes and impacts the project may bring; neutral – aware of the project and neither supportive nor resistant; supportive – aware of the project and the potential changes and impacts and is supportive; leading – aware of the project and actively engaged to ensure the project's success).

Practices

The successor lecture is Individual Decisions Quarter.

See also

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