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 change.High: Creative, curious,
nonconforming.Best for creative work; predicts adaptive performance, not task performance. Conscientiousness: Measures preference for organization. Low: Disorganized, easygoing. High:
Organized, goal-focused, disciplined.Higher 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, friendly.Predicts 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 equality.Employees 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 organization.Positive Outcomes: Job satisfaction, loyalty, and organizational
citizenship.Career 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 situation.EVLN 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
evaluations.Consistency 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 concepts.Complexity 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 networks.Clarity 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 affiliations.To 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 identity.People 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 work.Competence: Confidence in abilities.Impact: 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
motivation.Job Status-Based:Advantages: Equity, Growth Disadvantages: time limiting, may not reward performance.Competency-Based:Advantages: improves flexibility
Disadvantages: training costs can be high. Performance-Based: Advantages: Motivates employees, directly rewards productivity. Disadvantages: Can create stress