TWO FACTOR THEORY also called Motivation-

Hygiene Theory (Frederick Herzberg)

Intrinsic factors are related to job satisfaction,
while etrinsic factors are related to job
dissatisfaction
HYGIENE FACTORS ! Factors s"ch as co#$any
$olicy and ad#inistration, s"$ervision, and salary that
when ade%"ate in a job, $lacate workers& 'hen these
workers are ade%"ate $eo$le (feel )*+ (ie& they are not
dissatisfied)&
MOTIVATION FACTORS ! Factors s"ch as
recognition, achieve#ent, res$onsibility, the work itself
when ade%"ately $resent ca"es workers to be etre#ely
satisfied&
REINFORCEMENT THEORY (,&F& -kinner) !
behavior is a f"nction of its conse%"ence& .lso know as
operant conditioning
/einforce#ent theory ignores the inner state of
the individ"al and concentrates solely on what
ha$$ens to a $erson when he or she takes so#e
action&
FLOW AND INTRINSIC MOTIVATION THEORY
! characterized by intense concentration and #otivation
that centers on the $rocess #ore than the goal&
(0a#$les1 cooking, singing, dancing, $laying ga#es)
4 Components of Intrinsic Moti!tion
CHOICE! the ability to freely self-select and $erfor#
task activities& The "rge to direct o"r own lives&
COM"ETENCE! the desire to get better and better in
so#ething that #atters&
MEANINGF#LNESS! the yearning to do what we do
in the service of so#ething larger than o"rselves&
"ROGRESS! the feeling of significant advance#ent in
achieving the task2s $"r$ose&
E$#ITY THEORY ! individ"als co#$are their job
in$"ts and o"tco#es with those of others and then
resond to eli#inate any ine%"ities or ("nfairness+&
0%"ity theory recognizes that individ"als are
concerned not only with the absol"te a#o"nt of
rewards for their efforts, b"t also with the
relationshi$ of this a#o"nt to what others
receive&
W%en emp&o'ees perceie !n ine()it'* t%e' c!n +e
pre,icte, to m!-e one of t%e c%oices.
3& 4hange their in$"ts&
5& 4hange their o"tco#es&
6& 7istort $erce$tions of self
8& 7istort $erce$tions of others
9& 4hoose a different referent
:& ;eave the field&
E/"ECTANCY THEORY (<ictor <roo#)
the strength of a tendency to act in a certain way
de$ends on the strength of an e$ectation that
the act will be followed by a given o"tco#e and
on the attractiveness of that o"tco#e to the
individ"al&
0 Re&!tions%ips.
3& Effot1perform!nce re&!tions%ip ! the
$robability $erceived by the individ"al that
eerting a given a#o"nt of effort will lead to
$erfor#ance&
5& "erform!nce1re2!r, re&!tions%ip ! the
degree to which the individ"al believes that
$erfor#ing at a $artic"lar level will lead to the
attain#ent of a desired o"tco#e&
6& Re2!r,s1person!& 3o!&s re&!tions%ip ! the
degree to which organizational rewards satisfy
an individ"al=s $ersonal goals or needs and the
attractiveness of those $otential rewards for the
individ"als&
Moti!tion t%eories !re often c)&t)re +o)n,
Maslow=s Hierarchy of >eeds ! order of
needs is not "niversal
.da#=s 0%"ity Theory ! . desire for e%"ity
is not "niversal&
Mc4lelland=s Three >eeds Theory !
$res"$$oses a willingness to acce$t risk and
$erfor#ance concerns -not "niversal traits&
Desire for interestin3 2or- seems to +e
)niers!&
"eop&e !re not in%erent&' &!4'5
?e$ared by1
4hi", Ivan
4aorong, >orlyn Fati#ah