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  Part 1: Foundational Theories of Human Motivation

  Joy Johnson, Marthaly Irizarry, Nhu Nguyen, and Peter Maloney

  The concept of Motivation Theories has been established for hundreds of years. Early theorists who contributed to this area of study mainly focused on the biological derivatives of humans, and sought to assess solely how these factors had an inherent effect on motivation. However, it was not until the 1940’s in which a true study of behavioral perceptions and characteristics served to negate elements of these theoretical premises in the world of social science. Foundational theories have helped to create a base level of knowledge in behavioral studies for theorists and practitioners over multi-disciplinary fields. Their importance is inherent based on the reasoning that foundational motivation theories uncover the “how” and “why” of intrinsic behavior-helping theorists understand the way humans respond to situations.

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  Part 2: Content Theories of Motivation

  Jen Ritchie

  Leadership often takes several styles to be successful. Especially, when adapting to circumstances, when a single theory can be insufficient to obtain the desired result from your subordinates. The most important question that needs to be asked and answered is; how much direct influence is required to achieve the goal? For example, when an organization is functioning like a well-oiled machine, a more empowering style may be the most effective way to motivate the employees. While other circumstances such as a crisis or significant change within the organization may require a more directive approach. Thus, we will provide you with four styles of leadership to achieve the highest possible employee performance that are not traditional foundation theories of content or process. We will take you through transactional and transformational leadership, look at emotional intelligence and finish with contingency theory.

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  Part 3: Process Theories of Motivation

  Cooper Oban

  Leadership often takes several styles to be successful. Especially, when adapting to circumstances, when a single theory can be insufficient to obtain the desired result from your subordinates. The most important question that needs to be asked and answered is; how much direct influence is required to achieve the goal? For example, when an organization is functioning like a well-oiled machine, a more empowering style may be the most effective way to motivate the employees. While other circumstances such as a crisis or significant change within the organization may require a more directive approach. Thus, we will provide you with four styles of leadership to achieve the highest possible employee performance that are not traditional foundation theories of content or process. We will take you through transactional and transformational leadership, look at emotional intelligence and finish with contingency theory.

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  Part 4: Human Nature Theories of Motivation

  Glory Kure, Jamar Franklin, Lynda Pierce, and James C. Smith

  At the turn of the 20th century, Frederick Taylors’ Scientific Management Theory dominated the industrial landscape. Managers focused on the best, most efficient ways to accomplish tasks, and viewed workers as replaceable cogs in a machine. But a series of experiments at a factory outside of Chicago led to a new perspective of management and motivation, one that focused on people. This approach, developed by Elton Mayo, established Human Relations Theory and laid the groundwork for future human-nature models to follow, including the Myers-Briggs Type Indicator, Motivation 3.0, and the Golden Circle.