Ngô Quý Nhâm

Foreign Trade University

Unit 08

§ Definition of Motivation

§ Content theories§ Maslow’s Hierarchy of Needs. § Alderfer’s E.R.G. Theory § Herzberg’s Two-factor Theory.

§ Process Theories§ Goal setting theory§ Expectancy Theory

§ Application of motivational theories§ Motivation and job design

§Motivation refers to the process by which a person’s efforts are energized, directed.

§ Characteristics of motivation:§ Energy - high effort§ Direction: the effort directed by

organizational goal§ Persistence: Maintained effort

THE MOTIVATION PROCESS

§ Need§ An internal state that makes certain outcomes appear

attractive.§ An unsatisfied need creates tension which is reduced by an

individual�s efforts to satisfy the need.

§ Early Theories of Motivation§ Maslow�s Hierarchy of Needs§ MacGregor�s Theories X and Y§ Herzberg�s Motivation-Hygiene Theory

16–5

§ Content theories§ explain why people have different needs at different times

§ Process theories§ describe the processes through which needs are translated

into behaviour

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§ Maslow arranged five needs in a hierarchy§ Individuals must satisfy

lower-order needs before they can satisfy higher order needs.

§ Satisfied needs will no longer motivate.

§ Motivating a person depends on knowing at what level that person is on the hierarchy.

§ Alderfer’s model has three sets of needs

§ Adds frustration-regression process to Maslow’s model

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ERGTheory

Needs HierarchyTheory

Self-Actualization

Esteem

Social

Safety

Physiological

Growth

Relatedness

Existence

CONTRASTING VIEWS OF SATISFACTION-DISSATISFACTION

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Self-Actualization

Esteem

Social

Safety

Physiological

Motivator--HygieneTheory

Motivators

Hygiene's

ERGTheory

Needs HierarchyTheory

Growth

Relatedness

Existence

1. Achievement;2. Recognition;3. Responsibility;4. Promotion prospects5. Work itself. - Job Satisfaction1. Pay; Salaries2. Relations with oothers3. Type of supervision;4. Company policy;5. Physical working conditions;6. Fringe benefits.

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§ Three – needs theory§ Need for achievement

Strive for personal achievement§ Need for power

Desire to have impact and to be influential § Need for affiliation

Desire to be liked and accepted by others

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§ Goal-Setting Theory§ Proposes that setting goals that are accepted, specific, and

challenging yet achievable will result in higher performance than having no or easy goals.

§ Benefits of Participation in Goal-Setting§ Increases the acceptance of goals.

§ Fosters commitment to difficult, public goals.

§ Provides for self-feedback (internal locus of control) that guides behavior and motivates performance (self-efficacy).

16–12

GOAL-SETTING THEORY

16–13

Exhibit 16.6

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Area ofOptimal

GoalDifficulty

HighTa

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erfo

rman

ce

Low Moderate Challenging Impossible

Goal Difficulty

§ Expectancy Theory§ …an individual tends to act in a certain way based on the

expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.

§ Key to the theory is understanding and managing employee goals and the linkages among and between effort, performance and rewards.

§ Effort: employee abilities and training/development

§ Performance: valid appraisal systems

§ Rewards (goals): understanding employee needs

16–15

SIMPLIFIED EXPECTANCY MODEL

§ Expectancy Relationships§ Expectancy (effort-performance linkage)

§ The perceived probability that an individual�s effort will result in a certain level of performance.

§ Instrumentality§ The perception that a particular level of performance will result

in the attaining a desired outcome (reward).§ Valence

§ The attractiveness/importance of the performance reward (outcome) to the individual.

16–17

§ Increasing the E-to-P expectancy§ training, selection, resources, clarify roles, provide coaching

and feedback

§ Increasing the P-to-O expectancy§ Measure performance accurately, explain how rewards are

based on past performance

§ Increasing outcome attractiveness of reward§ Use valued rewards, individualize rewards, minimize

counteragent outcomes

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§ Recognize individual differences

§ Match people to jobs

§ Use goals

§ Ensure that goals are perceived as attainable

§ Individualize rewards

§ Link rewards to performance

§ Check the system for equity

§ Use recognition

§ Don�t ignore money

16–19

§ The motivational approach to job design focuses on the job characteristics that affect the psychological meaning and motivational potential of job design.

§ A focus on increasing job complexity through:§ job enlargement, § job enrichment, § the construction of jobs around sociotechnical systems.

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Workmotivation

Growthsatisfaction

Generalsatisfaction

Workeffectiveness

Feedbackfrom job

Knowledgeof results

Skill varietyTask identity

Task significanceMeaningfulness

Autonomy Responsibility

CriticalPsychological

StatesCore Job

Characteristics Outcomes

§ Combining tasks§ Increasing skill variety and task identity

§ Forming natural work units§ completing an entire task

§ assigning employees to specific clients

§ Empowering employees§ giving employees more autonomy§ feeling of control and self-efficacy

§ Establishing client relationships§ employees put in direct contact with clients

§ Open feedback channels§ Employees should receive feedback directlyNGO QUY NHAM, MBA

INTEGRATING CONTEMPORARYTHEORIES OF MOTIVATION