Summary for week 1 educational
video’s
There are a total of six videos/slideshows for week one. In this summary we are going to take
a quick look at what they’re all about.
The first ‘’video’’ is actually a slideshow with the introduction and Expectancy Theory. The
intro states that motivation is the reason why people behave as they do in organisations.
There are three kinds of motivation namely intrinsic, extrinsic and prosocial. The outcomes
of this motivation can be split up in effort, direction and persistence. After that the slightside
shows an overview of the five theories that get discussed in the first paper and gives a bird-
eyed view of the Expectancy theory. After which the theory of planned behaviour also get’s
discussed since this could strengthen the predictive power for variance in work motivation
(Grant & Shin, 2012).
In the second slideshow we discuss the Needs Theory based on the Maslow pyramid of
needs. Maslow himself actually didn’t create this pyramid but he did create the theory for it.
The needs theory was actually not discussed in the paper as the slideshow mentioned. There
is also the McClelland’s Acquired Needs Theory. This theory states that people all have
different needs and fears but that both can be divided into three categories: Affiliation, Power
and Achievement. Next to these needs we take a look at the big five of factors in a person’s
personality. These big five are Conscientiousness, Extraversion, Emotional Stability,
Openness for Experiences and Agreeableness.
In the third slideshow we discuss the Equity Theory. This theory states that employees are
motivated when their input seems equal or fair with the outcome. If this balance is not right
employees will either increase or decrease their input or outcome. There are various ways to
determine this ratio like a past input-outcome ratio (what did I get before) and social
comparison (what do others get?). If this ratio is not right people can change various things to
balance out the scales.
In the fourth slideshow we discuss the Goal-setting Theory. This theory focuses on ensuring
that all heads, employees and employers, are turned the same way. Together for a goal, this
goal should be specific and challenging to provide more motivation. These goals will also
lead to improved performance and satisfaction with this performance and rewards that may
follow. An important part of getting to the goal is task strategy, a good example of this are the
implementation intentions from Gollwitzer & Brandstaetter (1997) in which the how, where
en when for achieving the goal are described.
In the fifth slideshow we look at Job Design Theory. This theory states that how you shape a
job will influence the motivation the employee has. This process starts in the job
characteristics then goes into the psychological states that follow from the characteristics and
this determines the outcome.
In the sixth slideshow we look at the rewards. First of monetary rewards can be a double
edged sword, monetary rewards can provide extra extrinsic motivation however it can also
make it that the extrinsic motivation is the only thing left. Some employers try to increase
meaning for the job, this is driven by four needs. Meaning can be found by searching for an
Bas Schaap, 14715449, Course: Psychology and Behaviour in Organisations
video’s
There are a total of six videos/slideshows for week one. In this summary we are going to take
a quick look at what they’re all about.
The first ‘’video’’ is actually a slideshow with the introduction and Expectancy Theory. The
intro states that motivation is the reason why people behave as they do in organisations.
There are three kinds of motivation namely intrinsic, extrinsic and prosocial. The outcomes
of this motivation can be split up in effort, direction and persistence. After that the slightside
shows an overview of the five theories that get discussed in the first paper and gives a bird-
eyed view of the Expectancy theory. After which the theory of planned behaviour also get’s
discussed since this could strengthen the predictive power for variance in work motivation
(Grant & Shin, 2012).
In the second slideshow we discuss the Needs Theory based on the Maslow pyramid of
needs. Maslow himself actually didn’t create this pyramid but he did create the theory for it.
The needs theory was actually not discussed in the paper as the slideshow mentioned. There
is also the McClelland’s Acquired Needs Theory. This theory states that people all have
different needs and fears but that both can be divided into three categories: Affiliation, Power
and Achievement. Next to these needs we take a look at the big five of factors in a person’s
personality. These big five are Conscientiousness, Extraversion, Emotional Stability,
Openness for Experiences and Agreeableness.
In the third slideshow we discuss the Equity Theory. This theory states that employees are
motivated when their input seems equal or fair with the outcome. If this balance is not right
employees will either increase or decrease their input or outcome. There are various ways to
determine this ratio like a past input-outcome ratio (what did I get before) and social
comparison (what do others get?). If this ratio is not right people can change various things to
balance out the scales.
In the fourth slideshow we discuss the Goal-setting Theory. This theory focuses on ensuring
that all heads, employees and employers, are turned the same way. Together for a goal, this
goal should be specific and challenging to provide more motivation. These goals will also
lead to improved performance and satisfaction with this performance and rewards that may
follow. An important part of getting to the goal is task strategy, a good example of this are the
implementation intentions from Gollwitzer & Brandstaetter (1997) in which the how, where
en when for achieving the goal are described.
In the fifth slideshow we look at Job Design Theory. This theory states that how you shape a
job will influence the motivation the employee has. This process starts in the job
characteristics then goes into the psychological states that follow from the characteristics and
this determines the outcome.
In the sixth slideshow we look at the rewards. First of monetary rewards can be a double
edged sword, monetary rewards can provide extra extrinsic motivation however it can also
make it that the extrinsic motivation is the only thing left. Some employers try to increase
meaning for the job, this is driven by four needs. Meaning can be found by searching for an
Bas Schaap, 14715449, Course: Psychology and Behaviour in Organisations
