The motivation theories in this chapter differ in their predictive strength. Maslows hierarchy, McClellands needs, and the two-factor theory focus on needs. Self-determination theory and cognitive evaluation theory have merits to consider. Goal-setting theory can be helpful but does not cover absenteeism, turnover, or job satisfaction. Reinforcement theory can be helpful, but not regarding employee satisfaction or the decision to quit. Equity theorys strongest legacy is that it provided the spark for research on organizational justice, which has more support in the literature. Expectancy theory can be helpful but assumes employees have few constraints on decision making, such as bias or incomplete information, and this limits its applicability. Job engagement goes a long way toward explaining employee commitment. Specific implications for managers are below:

Make sure extrinsic rewards for employees are not viewed as coercive but instead provide information about competence and relatedness.

Consider goal-setting theory: clear and difficult goals often lead to higher levels of employee productivity.

Consider reinforcement theory regarding the quality and quantity of work, the persistence of effort, absenteeism, tardiness, and accident rates.

Consult equity theory to help understand productivity, satisfaction, absence, and turnover variables.

Expectancy theory offers a powerful explanation of performance variables such as employee productivity, absenteeism, and turnover.

Apply a key concept of the reading to a situation in a professional setting (non-family or friends). This setting can be your workplace (a current or past place of employment) or an organization to which you currently belong or belonged in the past (e.g., bowling club, team/sports group, church membership, etc.). Identify a situation related to the chapter reading and describe how you could use the learning from the chapter to address the situation. Prepare your reflective response using MS Word. Write a brief of 100-250 words.