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Mumford's assumption was that employees did not simply see their job as a means to an end but employees had needs which related to the nature of their work.

过程理论——Process theories

Process theories explain how workers select behavioral actions to meet their needs and determine their choices. The following theories each offer advice and insight on how people actually make choices to work hard or not work hard based on their individual preferences, the available rewards, and the possible work outcomes.

Needs-Goal Theory (Locke, 1968) - Motivation begins with an individual feeling a need. This need is then transformed into behaviour directed at supporting, or allowing, the performance of goal behaviour to reduce that felt need. Theoretically, goal supportive behaviour and goal behaviour itself continue until the felt need has been significantly reduced.

Vroom Expectancy Theory (Vroom, 1964) - Like the needs-goal theory, motivation strength is determined by the perceived value of the result of performing behaviour and the perceived probability that the behaviour performed will cause the result to materialise. As both of these factors increase, so does motivation strength, or the desire to perform the behaviour. People tend to perform the behaviours that maximise their rewards over the long term.

Equity Theory (Adams, 1963) - According to the equity theory, based on the work of J. Stacy Adams, workers compare the reward potential to the effort they must put in. Equity exists when workers perceive that rewards are equal to efforts. Equity theory looks at an individual's perceived fairness of an employment situation and finds that perceived inequalities can lead to changes in behaviour. For example, when individuals believe that they have been treated unfairly in comparison with their co-workers, they will react in one of four ways:

Changing their work inputs to better match the rewards they are receiving.

Ask for a raise or take legal action.

Change their own perception of the situation.

Transfer or quit their jobs

Porter-Lawler Theory - (Porter & Lawler, 1968) The Porter-Lawler Theory accepts the premises that felt needs cause human behaviour and that the effort expended to accomplish a task is determined by the perceived value of rewards that will result from finishing the task and the probability that those rewards will materialise.

Pay as a Motivator.

Research on employee responses to job satisfaction surveys shows rather convincingly that pay is a very important motivator. A number of researches (Lopez 2002, Bokorney 2007) have found salary to be one of the key factors influencing career choices. Salary is important as it not only satisfies every human basic physiological need but also it is quite often used as a basis for comparison against similar positions in other organisations.

The most general theoretical explanation for pay's importance is the fact that it is useful for obtaining so many other desirable things (Lawler, 1971). For example, in additio本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。