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§ Definition:
§ 1) Internal drive to satisfy an unsatisfied need
§ 2) Stimulus of behavior
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§ îontent Theories: focus on the internal needs and desires

that initiate, sustain and eventually terminate behavior.
§ WHAT motivates someone

§ Process Theories: seek to explain HOW behavior is initiated,

sustained and terminated
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§ maslow·s Hierarchy of Need

§ Alderfer·s ERG Theory

§ Herzberg·s 2-Factor Theory

§ mcîlelland·s Learned Needs Theory

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§ Stresses two fundamental premises:

§ Human beings are wanting creatures whose needs depend on

what they don·t have. (You need what you DON·T already have)

§ Peoples· needs are arranged in a hierarchy

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§ £th level: Self realization and fulfillment
§ 4th level: Esteem and Status
§ 3rd level: Affection and social activity
§ 2nd level: Safety and security
§ 1st level: Basic physiological needs
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§ Only 3 levels to the hierarchy:
1. Existence needs: material and physical needs
2. Relatedness needs: all needs that involve other people
3. Growth needs: all needs involving creative efforts and/or
productive contributions







§ Starts with the questions of what satisfies and dissatisfies

people about their work
§ Assumes the answers to those questions are key to
understanding motivation
§ Job Satisfaction consists of two separate and independent
dimensions:
§ Satisfiers or motivators
§ Dissatisfiers or maintenance factors
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§ Presence is not motivational. Absences causes
dissatisfaction
§ Policies
§ Salary
§ Interpersonal relationships
§ Job security
§ Work conditions
§ Status
§ Technical supervision
§ Personal life
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§ Not unhappy if they are absent; willing to work to get them
§ Achievement
§ Recognition
§ Advancement
§ The work itself
§ Possibility of growth
§ Responsibility
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§ People learn their needs through life experience

§ 3 sets of needs:
§ Need for Achievement: need to excel
§ Need for Power: need to control or influence others
§ Need for Affiliation: need to associate with others.
Form interpersonal relationships
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§ Focus on how individuals·

expectations and
preferences for outcomes
associated with their
performance actually
influence performance.
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§ ÿroom theorized that people are not only driven by their
needs, but they make choices about what they will and will
not do to fulfill their needs based on 3 conditions:
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§ Person must believe that effort to perform at a particular
level will make the desired performance or behavior more
likely
§ Desired performance or behavior must lead to some
concrete outcome or reward
§ Person must value the outcome