Objective [1]

Discuss the job performance model of motivation. Individual inputs and job context variables are the two key categories of factors that influence motivation. In turn, motivation leads to motivated behaviors, which then affect performance.

Objective [2]

Contrast Maslow’s and McClelland’s need theories. Two wellknown need theories of motivation are Maslow’s need hierarchy and McClelland’s need theory. Maslow’s notion of a prepotent or stair-step hierarchy of five levels of needs has not stood up well under research. McClelland believes that motivation and performance vary according to the strength of an individual’s need for achievement. High achievers prefer moderate risks and situations where they can control their own destiny. Top managers should have a high need for power coupled with a low need for affiliation.

Objective [3]

Describe the mechanistic, motivational, biological, and perceptual-motor approaches to job design. The mechanistic approach is based on industrial engineering and scientific management and focuses on increasing efficiency, flexibility, and employee productivity. Motivational approaches aim to improve employees’ affective and attitudinal reactions and behavioral outcomes. Job enlargement, job enrichment, and a contingency approach called the job characteristics model are motivational approaches to job design. The biological approach focuses on designing the work environment to reduce employees’ physical strain, effort, fatigue, and health complaints. The perceptual-motor approach emphasizes the reliability of work outcomes.

Objective [4]

Review the four intrinsic rewards underlying intrinsic motivation, and discuss how managers can cultivate intrinsic motivation in others. Intrinsic motivation is driven by the opportunity rewards of a sense of meaningfulness and a sense of choice, and the accomplishment rewards of a sense of competence and a sense of progress. Senses of meaningfulness and progress are driven by the purpose underlying task completion, whereas senses of choice and competence revolve around the tasks one performs at work. Managers specifically lead for meaningfulness, choice, competence, and progress by inspiring and modeling, empowering and delegating, supporting and coaching, and monitoring and rewarding, respectively.

Objective [5]

Discuss the causes and consequences of job satisfaction. Job satisfaction is an affective or emotional response toward various facets of one’s job. Five models of job satisfaction specify its causes. They are need fulfillment, discrepancy, value attainment, equity, and trait/genetic components. Job satisfaction has been correlated with hundreds of consequences. Table 6–1 summarizes the pattern of results found for a subset of the more important variables.


Objective [6]

Critique the four hypotheses that explain the nature of work–family relationships. The compensation effect predicts that job and life satisfaction are negatively related, and the segmentation hypothesis proposes that job satisfaction and life satisfaction are independent. Neither of these hypotheses are supported by research. The spillover hypothesis, which is confirmed by research, predicts that job satisfaction and life satisfaction affect each other both positively and negatively on an ongoing basis. The work–family conflict hypothesis is based on the idea that the roles we assume in our work and family life domains are mutually incompatible. This creates an inherent conflict between our work and family relationships.