5 (LO1 TO LO4)

• Employee motivation


  The forces within a person that affect the direction, intensity, and persistence of effort for voluntary behaviour. (D.I.P)
• Employee Engagement


  Employee’s emotional and cognitive motivation, particularly a focused, intense, persistent, and purposive effort toward work-related goals.
• Motivation


  one of the four elements of the MARS model
• Direction


  • refers to what people are focused on achieving
• Direction


  goal or outcome toward which they steer their effort.
• Intensity


  amount of physical, cognitive, and emotional energy expended at a given moment to achieve a task or other objective.
• Persistence


  how long people sustain their effort as they move toward their goal.
• Employee engagement 


  associated with self-efficacy
• Self-efficacy


  the belief that you have the ability, role clarity, and resources to get the job done
• Employee engagement


  includes a high level of absorption in the work
• Employee engagement 


  predicts employee and work unit performance
• Drives


  Hardwired brain activity that correct deficiencies.​

  Innate and universal.
• Drives


  also called as primary needs
• drives


  produce emotions that energize us to act on our environment
• Drives


  everyone has them and they exist from birth
• Drives


  starting point of motivation
• Cognition


  plays an important role in motivation
• Emotions


  real sources of energy in human behaviour
• Needs


  goal-directed forces that people experience.
• Needs


  motivational forces that channelled toward specific goals and associated behaviours to correct deficiencies or imbalances.
• Needs


  are emotions that we eventually become consciously aware of.
• Socialization and reinforcement 


  may increase or decrease a person's need for social interaction.
• Individual differences


  including self concept, social norms, and past experience, regulate the motivation process in a second way.
• Drives and emotions


  prime sources of employee motivation and how individual characteristics influence goal-directed behaviour.
• Needs


  Goals formed by self-concept, social norms, and past experience.
• four-drive theory


  process through which drives, emotions, and needs influence motivation is most effectively explained
• four-drive theory


  motivation theory based on the innate drives to acquire, bond, comprehend, and defend that incorporates both emotions and rationality.
• Drive to acquire , drive to bond, drive to comprehend, drive to defend


  Four-drive theory
• Drive to acquire


  seek, take, control, retain objects or personal experiences.​
• Drive to acquire


  produces various needs, including achievement, competence, status, and self-esteem.
• Drive to acquire 


  motivates competition
• Drive to bond


  This drive produces the need for belonging

  and affiliation.
• Drive to bond


  It explains why our self-concept is partly

  defined by associations with social groups
• Drive to bond


  motivates people to cooperate and,

  consequently, is essential for organizations and societies.
• Drive to bond


  form social relationships and develop mutual caring commitments with others.
• Drive to comprehend


  satisfy our curiosity, know and understand ourselves and the environment.
• Drive to comprehend


  We are inherently curious and need to make sense of our environment and ourselves.
• Drive to comprehend


  When observing something that is inconsistent with or beyond our current knowledge, we experience a tension that motivates us to close that information gap.
• Drive to comprehend


  motivates curiosity as well as the broader

  need to reach our knowledge potential
• Drive to defend


  This is the drive to protect ourselves

  physically, psychologically, and socially