motivation

Chapter 4, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.

Chapter 4

Motivating Self and Others


Motivating Self and Others

• What do theories tell us about motivating ourselves and others?

• How do we motivate for specific organizational circumstances and/or individual differences?

• Are rewards always necessary?

Questions for Consideration


What Is Motivation?

• Motivation– The processes that account for an

individual’s intensity, direction, and persistence of effort toward attaining a goal• Intensity: how hard a person tries•Direction: where effort is channeled•Persistence: how long effort is

maintained


Theory X and Theory Y

• Theory X– Assumes that employees dislike work, will attempt to

avoid it, and must be coerced, controlled, or threatened with punishment if they are to perform.

• Theory Y– Assumes that employees like work, are creative, seek

responsibility, and can exercise self-direction and self-control.


Motivators

• Intrinsic– A person’s internal desire to do something,

due to such things as interest, challenge, and personal satisfaction.

• Extrinsic – Motivation that comes from outside the

person, such as pay, bonuses, and other tangible rewards.


Needs Theories of Motivation

• Basic idea:– Individuals have needs that, when

unsatisfied, will result in motivation •Maslow’s hierarchy of needs•Herzberg’s two factor theory

(motivation-hygiene theory)•Alderfer’s ERG theory•McClelland’s theory of needs


Maslow’s Hierarchy of Needs

• Physiological– Includes hunger, thirst, shelter, sex and

other bodily needs

• Safety– Includes security and protection from

physical and emotional harm

• Social– Includes affection, belongingness,

acceptance, and friendship


Maslow’s Hierarchy of Needs

• Esteem– Includes internal esteem factors such as self-

respect, autonomy, and achievement; and external esteem factors such as status, recognition, and attention

• Self-actualization– The drive to become what one is capable of

becoming; includes growth, achieving one’s potential, and self-fulfillment


Exhibit 4-1

Physiological

Safety

Social

Esteem

Self-actualization


Herzberg’s Motivation-Hygiene Theory

• Hygiene factors are necessary, but not sufficient, for healthy adjustment – Extrinsic factors; context of work

•Company policy and administration•Unhappy relationship with

employee's supervisor•Poor interpersonal relations with

one's peers•Poor working conditions


Herzberg’s Motivation-Hygiene Theory

• Motivators - the sources of satisfaction – Intrinsic factors; content of work

•Achievement•Recognition•Challenging, varied or interesting

work•Responsibility•Advancement


Exhibit 4-3 Contrasting Views of Satisfaction and

Dissatisfaction

Satisfaction Dissatisfaction

Traditional view

Satisfaction No satisfaction

Herzberg's view

No dissatisfaction Dissatisfaction

Hygiene Factors

Motivators


Criticisms of Motivation-Hygiene Theory

• The reliability of Herzberg’s methodology is questioned

• No overall measure of satisfaction was used

• The theory is inconsistent with previous researchMcClelland’s Theory of Needs


Summary: Hierarchy of Needs

– Maslow: Argues that lower-order needs must be satisfied before one progresses to higher-order needs.

– Herzberg: Hygiene factors must be met if person is not to be dissatisfied. They will not lead to satisfaction, however. Motivators lead to satisfaction.


Summary: Impact of Theory

– Maslow: Enjoys wide recognition among practising managers. Most managers are familiar with it.

– Herzberg: The popularity of giving workers greater responsibility for planning and controlling their work can be attributed to his findings. Shows that more than one need may operate at the same time.


Summary: Support and Criticism of Theory

– Maslow: Research does not generally validate the theory. In particular, there is little support for the hierarchical nature of needs. Criticized for how data were collected and interpreted.

– Herzberg: Not really a theory of motivation: Assumes a link between satisfaction and productivity that was not measured or demonstrated.


Expectancy Relationships• The theory focuses on three relationships:

– Effort-performance relationship • The perceived probability that exerting a given amount

of effort will lead to performance.– Performance-reward relationship

• The degree to which the individual believes that performing at a particular level will lead to a desired outcome.

– Rewards-personal goals relationship • The degree to which organizational rewards satisfy an

individual’s personal goals or needs and and are attractive to the individual.Goal-Setting TheoryManagement by ObjectivesResponses to the Reward System

• Equity Theory• Fair ProcessEquity TheoryFair Process and TreatmentFair

Process


Role of Money

• Money is most commonly used reward in organizations– Money certainly helps some needs get met

• But, money is not all employees’ top priority– Many emphasize relationships in the

workplaceVariable Pay Programs


Motivating Professionals

• How are “professionals” different?– Receive a great deal of “intrinsic”

satisfaction from their work.– Strong and long-term commitment to their

field of expertise.– Well paid/Chief reward is work itself.– Value support.– More focused on work as central life interest.


Motivating Professionals

• How do we motivate professionals?– Provide challenging projects

– Give them autonomy in follow interests and structure work.

– Reward with educational opportunities.

– Recognize their contributions.Motivating Low-Skilled Service WorkersCross-Cultural Differences in MotivationAre Rewards Overrated? Cognitive Evaluation TheoryAbolishing RewardsSummary


Implications

• Recognize Individual Differences– Employees have different needs.– Don’t treat them all alike.– Spend the time necessary to understand

what’s important to each employee.

• Use Goals and Feedback• Allow Employees to Participate in

Decisions That Affect Them

motivation

Documents

organizational behaviour

nancy langton

canadian edition

pearson education canada

theory y theory x

extrinsic motivation

criticisms of motivation

hierarchy of needs maslow