ch-motivation & motivational theories

8/12/2019 CH-Motivation & Motivational Theories

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2007 Prentice Hall Inc. All rights reserved.

Motivation

Concepts

ChapterSIX


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What Is Motivation?

Direction

PersistenceIntensity


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Key Elements

1. Intensity: How hard a person tries

2. Direction: Toward beneficial goal

3. Persistence: How long a person tries

MotivationThe processes that account for an individuals intensity,

direction, and persistence of effort toward attaining a

goal

What Is Motivation?


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Hierarchy of Needs Theory (Maslow)

Hierarchy of Needs Theory

There is a hierarchy of five needs:

physiological, safety, social, esteem,

and self-actualization; as each need

is substantially satisfied, the nextneed becomes dominant.

Self-Actualization

The drive to become what one is capable of

becoming


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Maslows Hierarchy of Needs

E X H I B I T 61

Lower-Order NeedsNeeds that are satisfied

externally; physiological

and safety needs

Higher-Order NeedsNeeds that are satisfied

internally; social, esteem,

and self-actualization

needs

Self

Esteem

Social

Safety

Physiological


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Assumptions of Maslows Hierarchy

Movement Up the PyramidIndividuals cannot move to the next higher level until all

needs at the current (lower) level are satisfied.

Maslow Application

A homeless person

will not be motivated tomeditate!

Individuals therefore

must move up the

hierarchy in order.


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ERG Theory

EExistence (equivalent to physiological & safetyneeds of Maslows theory)

RRelatedness (equivalent to social and esteem

needs of Maslows theory)

GGrowth (equivalent to self-actualizaton needs of

Maslows theory)



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Theory XManagers See Workers as

Disliking Work

Avoiding Responsibility

Having Little Ambition

Theory Y

Managers See Workers asEnjoying Work

Accepting Responsibility

Self-Directed

Lazy & must be coerced to perform


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Herzbergs Two-Factor Theory

Bottom Line: Satisfaction and dissatisfaction are

not opposites of the same thing!

Separate Constructs Hygiene Factors

Extrinsic and Related toDissatisfaction

Motivation FactorsIntrinsic and Related to

Satisfaction

Hygiene

Factors

Salary

WorkConditions

Company

Policies

Security,

status,

relationshi

p, personal

life

Motivators

Achievement

Responsibility

Growth,

advancement,

recognition,work itself


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Comparison of Satisfiers

and Dissatisfiers

Factors characterizing eventson the job that led to extreme

job dissatisfactionFactors characterizing

events on the job that

led to extreme job

satisfaction

E X H I B I T 62Source: Reprinted by permission of Harvard Business Review. An exhibit from One More Time:How Do You Motivate Employees? by Frederick Herzberg, SeptemberOctober 1987. Copyright

1987 by the President and Fellows of Harvard College: All rights reserved.


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Contrasting Views of Satisfaction and

Dissatisfaction

E X H I B I T 63


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David McClellands Theory of Needs

Need for Achievement

The drive to excel, to

achieve in relation to a set

of standards, to strive to

succeed

Need for Affiliation

The desire for friendly

and close personal

relationships

Need for Power

The need to make others

behave in a way that theywould not have behaved

otherwise

Bottom Line

Individuals have

different levels of needsin each of these areas,

and those levels will

drive their behavior.


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Matching High Achievers and Jobs

E X H I B I T 64


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Contemporary Theories of Motivation

Cognitive Evaluation Theory

Goal-Setting Theory

Self-Efficacy Theory

Reinforcement Theory

Equity Theory

Expectancy Theory



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E X H I B I T 65

What Would Herzberg Say? What Would

Maslow Say?


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Goal-Setting Theory (Edwin Locke)

Basic Premise:That specificand difficult goals, withself-generated feedback, lead to higher performance.

But, the relationship between goals and performance will

depend on:

Goal commitment

I want to do it & I can do it

Task characteristics (simple, well-learned, independent)

National culture


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Goal Setting in Action: MBO Programs

Management By Objectives Programs

A program that encompasses specific goals,

participatively set, for an explicit time period, with

feedback on goal progress

Company wide goals and objectives

Goals aligned at all levels Based on Goal Setting Theory


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What Is MBO?

Key Elements

1. Goal specificity (clearly defined goals)

2. Participative decision making3. An explicit time period

4. Performance feedback

Management by Objectives (MBO)

A program that encompasses specific goals,

participatively set, for an explicit time period, with

feedback on goal progress


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Cascading of Objectives

E X H I B I T 61


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Linking MBO and Goal-Setting Theory

MBO Goal-Setting Theory

Goal Specificity Yes Yes

Goal Difficulty Yes Yes

Feedback Yes Yes

Participation Yes No

(qualified)


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Why MBOs Fail

Unrealistic expectations about MBO results

Lack of commitment by top management

Failure to allocate reward properly

Cultural incompatibilities


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Self-Efficacyan individuals belief that

he/she is capable of performing a task

An individuals feeling that s/he can complete a

task (e.g. I know I can!)

Enhances probability that goals will be

achieved


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Reinforcement Theory

Assumptions: Behavior is environmentally caused.

Behavior can be modified (reinforced) by providing(controlling) consequences.

Reinforced behavior tends to be repeated.

Argues that behavior is a function of itsconsequences


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Equity Theory (contd)

E X H I B I T 68


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Choices for dealing with inequity:

1. Change inputs (slack off)

2. Change outcomes (increase output)3. Distort/change perceptions of self

4. Distort/change perceptions of others

5. Choose a different referent person

6. Leave the field (quit the job)


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Propositions relating to inequitable pay:

1. Overrewarded hourly employees produce more thanequitably rewarded employees.

2. Overrewarded piece-work employees produce less,but do higher quality piece work.

3. Underrewarded hourly employees produce lowerquality work.

4. Underrewarded employees produce larger quantitiesof lower-quality piece work than equitably rewardedemployees.


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Justice and Equity Theory


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Distributive Justice

Perceived fairness of the

outcome (the final distribution)

Who got what?

Procedural Justice

Perceived fairness of the

processused to determine

the outcome (the final

distribution)

How was who gets what

decided?

Interactional Justice

The degree to which one istreated with dignity and

respect.

Was I treated well?

Three Types of Justice


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Expectancy Theory


The strength of a tendency to act in a certain way

depends on the strength of an expectation that the act

will be followed by a given outcome and on the

attractiveness of that outcome to the individual


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2007 P ti H ll I All i ht d

Putting It All Together

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