Need refers to the psychological state (material needs, social needs) caused by lack of or expectation of certain results.

Motivation refers to people's willingness to engage in certain activities and work hard for a certain goal. This willingness depends on whether and to what extent the goal can meet people's needs.

Classification of motivation: endogenous motivation (the job itself, job opportunities), exogenous motivation (salary, bonus, praise, social status, promotion, fame and fortune are all included)

Motivation is the process of achieving organizational goals by satisfying employees' needs and making them work hard.

Incentive content: material incentives and spiritual incentives

Incentive effects: positive incentives and negative incentives

Motivating objects: other people’s motivation and self-motivation

From low to high: physiological needs, safety needs, love and belonging needs, esteem needs, self-actualization (meeting the following three levels of needs mainly depends on external conditions or factors, and satisfying the above two levels of needs depends on internal conditions and factors. The model is in the shape of a triangle, Application in management: Considering the different levels and special needs of employees, the efficiency of the organization's investment in meeting low-level needs is diminishing. Maslow's hierarchy of needs theory is relatively rigid and not fully applicable to complex and changeable actual environments.)

Motivating factors (with: satisfaction, lack of: no satisfaction), hygiene factors (with: no dissatisfaction, lack of: dissatisfaction) Hygiene factors: organizational policies, supervision methods, interpersonal relationships, working environment and wages, etc. (low-level basic needs); motivation Factors: sense of achievement, recognition by others, nature of work, responsibility and promotion (high-level advanced needs)

Survival needs, relationship needs, growth needs (frustration-regression perspective: higher-level needs cannot be satisfied, and the desire to satisfy lower-level needs will be strengthened. ERG theory is more flexible and adaptable, supplementing the shortcomings of Maslow's need hierarchy theory)

achievement needs

power needs

affiliation needs

input and output

Comparison method (comparison between oneself and others)

Ways to restore fairness

Motivation = Valence × Expectation × Instrumentality

A behaviorist perspective that does not take into account people's inner state of mind

The basic core of management by objectives emphasizes the establishment of specific, feasible and objectively measurable goals through group participation.

Goal setting can be top-down or bottom-up

Four elements of goal management: goal specificity, participation in decision-making, deadline completion, and performance feedback

Reasons for participating in management: The work is very complex; work tasks are highly interdependent; there is a sense of identity; it can provide intrinsic rewards

Conditions for implementation of participatory management: sufficient time, relevant to self-interest, ability to participate, status and power not threatened, organizational culture must support employee participation, and employee participation needs

Quality supervision team: It is a common model of participation in management. 8-10 people, meet regularly, once a week

Performance salary system refers to incentives that combine performance and reward. Methods used: piece rate wages, work bonuses, profit sharing, and profit-based dividends. Performance can be individual performance, department performance, or organizational performance.

Advantages: Reduce the workload of managers

Performance salary system is closely related to expectancy theory

Scanlon's plan combines the concepts of participatory management and performance-based pay