8 named theories · sorted by first publication year
Herzberg's Two-Factor Theory argues that satisfaction and dissatisfaction at work are not opposite ends of one continuum but two distinct phenomena driven by different factor sets. *Motivators* (achievement, recognition, the work itself, responsibility, advancement, growth) prod…
Equity Theory holds that people evaluate the fairness of their work relationship by comparing their input-to-outcome ratio against a referent's. Perceived inequity — under-payment or over-payment relative to comparison others — produces tension and motivates behaviors to restore…
The Job Characteristics Model (JCM) specifies five core job dimensions — skill variety, task identity, task significance, autonomy, and feedback from the job — that map to three critical psychological states (experienced meaningfulness, experienced responsibility, knowledge of r…
Self-Determination Theory (SDT) posits three universal psychological needs — autonomy (volition), competence (effectiveness), and relatedness (connection) — whose satisfaction supports intrinsic motivation and psychological well-being. SDT distinguishes autonomous motivation (in…
Conservation of Resources (COR) theory holds that people are motivated to obtain, retain, and protect things they value — material, social, personal, and energy resources. Stress emerges when resources are threatened, lost, or when investment fails to yield gain. Two principles…
Goal-Setting Theory holds that specific, difficult goals produce higher task performance than vague ("do your best") or easy goals — provided the goals are accepted and the actor has the ability to reach them. The theory specifies four moderators (commitment, importance, task co…
Affective Events Theory (AET) reframes work attitudes as the product of accumulated affective experiences. Hassles and uplifts at work trigger discrete emotions whose intensity is moderated by stable affective dispositions; these emotional reactions then drive both immediate aff…
The Job Demands-Resources (JD-R) model proposes that every occupation has its own specific demands (workload, emotional pressure, role ambiguity) and resources (autonomy, feedback, social support). Two distinct processes link these features to outcomes: a *health-impairment* pat…