Expectancy theory: Motivation is driven by the expected outcomes of an individual's actions 1.

Effort to performance: The belief that effort will lead to successful performance (increase
employee’s belief that they are capable of achieving goals→place people with the right skills, provide training/time and resources 2. Performance to outcome: The belief that successful
performance will lead to a specific reward (increase employee’s belief that good performance will result in specific valued outcomes→measure performance accurately, explain outcomes, let
employees know reward based on past experiences) 3. Valence: The value an individual places on the reward (increase employee’s expected satisfaction with outcomes→ distribute rewards
that employees value, individualize rewards) Big 5 Personality: Openness: Measures creativity and imagination. Low: Conventional, resistant to [Link]: Creative, curious,
[Link] for creative work; predicts adaptive performance, not task performance. Conscientiousness: Measures preference for organization. Low: Disorganized, easygoing. High:
Organized, goal-focused, [Link] task performance, organizational citizenship; low conscientiousness may improve adaptability but reduce dependability. Extraversion: Seeks
stimulation and social interaction. Low: Reserved, conventional. High: Energetic, outgoing. Predicts adaptive performance, ideal for creative work. Agreeableness: Focus on positive social
relations. Low: Less cooperative. High: Compassionate, [Link] better task performance and organizational citizenship. Neuroticism: Tendency to experience mood swings and stress.
High: Anxious, insecure. Low: Emotionally stable, calm. Low neuroticism predicts adaptability and better handling of uncertainty. Cross-cultural differences: U.S. Highly individualistic
culture where personal achievement, independence, and self-expression are valued. China: Collectivist culture, emphasizing family, group harmony, and the well-being of the community over
the individual. U.S.: Direct and explicit communication, where people tend to express their opinions openly and clearly. China: Indirect communication, with a focus on maintaining harmony
and avoiding confrontation. People may not say exactly what they mean, especially in sensitive matters.U.S.: Friendships and relationships are often based on mutual interests and can be more
temporary(task based). China: Social relationships are built on trust, respect, and family ties, with long-term commitments to relationships being common (relationship based). China (High
Power Distance): Power is centralized with strong respect for authority, Employees are less likely to challenge superiors, Decision-making is top-down, with little input from subordinates
where as U.S. (Low Power Distance):vPower is more equally distributed, emphasizing [Link] are more likely to question authority and provide feedback and decision-making is
participative and democratic. Value Congruence:How similar a person’s values are to those of their team or [Link] Outcomes: Job satisfaction, loyalty, and organizational
[Link] Alignment & Self-Concept Clarity: People may feel unfulfilled in their job if it doesn’t reflect key aspects of their self-concept. Emotion Management Strategies 1.
Change or modify the situation. 2. Suppress or amplify emotions. 3. Shift attention or reframe the [Link] Model (How people react to dissatisfaction) Exit: Leaving the situation or
organization. Voice: Attempting to change the situation. Neglect: Reducing effort or absenteeism. Loyalty: Waiting patiently for change. Self-Concept involves self-beliefs and
[Link] occurs when identities align with personal attributes. High consistency means compatibility, while low consistency leads to conflict. It increases happiness and
improves job performance when roles match personal [Link] refers to the number of roles (e.g., son, student) and is higher when roles are unrelated. It protects self-esteem but
can be stressful. Complexity improves behavior and job performance by fostering adaptability, diverse experiences, and wider social [Link] is the stability of one's self-concept,
increasing with age, reflection, and cultural exposure. It reduces stress, boosts job performance, leadership, and conflict management but may lower flexibility. People define themselves by
their group affiliations. Social Identity: People define themselves through group [Link] strengthen group identity: Connect with key values (adjusted for culture), Position the company
as “top” or “premium”, Build a social group through team building, and Use "we" to create a collective [Link] define themselves by the groups they belong to (Social Identity Theory).
Ensure values align with the group, and use "we" language to promote company unity. Social Cognitive Theory: Agency and self-efficacy. Self-Efficacy: Belief in one's ability to accomplish
goals. Sources of Self-Efficacy Direct experience, Vicarious experience, Verbal persuasion, Emotional state Motivation: Based on what a person thinks they can achieve rather than actual
ability. Motivation Direction: Focus of energy. Intensity: Effort level. Persistence: How long effort is sustained. Drive Theory 1. Drive to acquire: Seek control, status, and self-esteem.2.
Drive to bond: Desire for belonging and affiliation.3. Drive to comprehend: Need for knowledge and understanding. 4. Drive to defend: Protection of self, physical, and psychological safety.
Reward Systems 1. Membership: Fixed pay, benefits. 2. Job Status: Promotions, status-based rewards. 2Competencies: Skills-based rewards. Task Performance: Commission, profit
sharing, merit pay. Job Design Practices Job Enrichment: Giving employees more responsibility for scheduling and planning their work. Benefits: Increased ownership, satisfaction, lower
turnover. Psychological Empowerment: Self-determination: Freedom in work. Meaning: Caring about [Link]: Confidence in [Link]: Seeing influence on company
success.4 drive theories Acquire (external)Bond (internal) Comprehend (internal)Defend (external)Equity: Extrinsic (e.g., raise, feedback)Balance input-output (focus on output)Expectancy
(e.g., effort, performance, reward)Intrinsic (e.g., autonomy, schedule, position, resources, time)Membership-Based (Seniority Pay) Advantages: Stable income Disadvantages: may reduce
[Link] Status-Based:Advantages: Equity, Growth Disadvantages: time limiting, may not reward [Link]-Based:Advantages: improves flexibility
Disadvantages: training costs can be high. Performance-Based: Advantages: Motivates employees, directly rewards productivity. Disadvantages: Can create stress