The expectancy theory of motivation can be seen as

 The expectancy theory of motivation can be seen as the "what's in it for
me" view of behavior. The expectancy theory states that employees determine in advance what
the outcomes will be and whether alternate possible outcomes are preferable. According to this
theory, employees base their motivation on 3 questions: 1) Will their efforts likely be effective? 2)
Will being effective bring good outcomes for them? 3) Are these good outcomes sufficiently
attractive?
 This model is prescriptive in nature and includes 5 decision making styles
of tell, sell, consult, join, and delegate.
• The style is based on the answers to three questions: is all the information available, is
acceptance necessary, can the group make a good decision. This model is prescripive in
nature and includes 5 decision making styles of tell, sell, consult, join, and delegate.
• The style is based on the answers to three questions: is all the information available, is
acceptance necessary, can the group make a good decision.
EQUITY THEORY - people will compare the inputs they bring to a job with the outcomes they receive
as compared to other employees in comparable jobs.
QUANTITATIVE SCHOOL OF MANAGEMENT - born from research conducted during World War II.
Its approach to management involves the use of quantitative techniques such as statistics and
computer simulations to aid in managerial decision-making processes.
CUSTOMER-FOCUSED QUALITY SCHOOL OF MGMT strives to continuously improve performance
to deliver high quality goods or services to the marketplace.
HAWTHORNE STUDIES - Elton Mayo becomes the first to question the behavioral assumptions of
scientific management. The studies concluded that human factors were often more important than
physical conditions in motivating employees to greater productivity.
 The Hawthorne studies demonstrated that an increase in productivity is a direct result of a
worker-friendly supervisory system. Workers' productivity improved when they were given
privileges by supervisors. The Hawthorne studies actually refuted the classical management
theory, which focused on the single best way to perform and manage tasks. Interestingly, the first
study showed that worker productivity actually increased as lighting levels decreased up until the
point where workers could no longer see. This study showed that it was more than just working
conditions alone that affected worker productivity. The Hawthorne studies actually concluded that
social needs of workers, such as being regarded and being afforded privileges, are a primary
consideration.
 The behavioral approach to management, which revolves around human relations,
emphasizes treatment of employees over output or performance. The behavioral approach is
considered to have started with the Hawthorne Studies.