Motivation

It refers to factors that activate, maintain, and direct behavior toward a goal
Factors include needs, desires, interests

The individual forces that account for the

direction, level, and persistence of a persons effort expended at work.

 Direction.

An individuals choice when presented with a number of possible alternatives. Level. The amount of effort a person puts forth. Persistence. The length of time a person stays with a given action.

1. Employee identifies needs.

2. Employee searches for ways to satisfy these needs.

3. Employee selects goaldirected behaviors.

6. Employee reassesses need deficiencies.

5. Employee receives either rewards or punishments.

4. Employee performs.

 Intrinsic motivation- comes from the personal satisfaction of

the work itself Extrinsic motivation comes from the rewards that are linked to job performance, such as a paycheck

 Content theories of motivation seek to understand what

underlies and drives motivation Process theories of motivation seek to understand what steps can be taken to improve and maintain motivation

Maslows Hierarchy of Needs Alderfers ERG Theory McClellands Need Theory Herzbergs TwoFactor Theory

Maslows Hierarchy of Needs

Self-actualization Esteem Needs Social Needs

Safety Needs

Physiological Needs

Need

Home

Job

Self Actualization

education, religion, hobbies, personal growth

approval of family, friends, community family, friends, clubs

training, advancement, growth, creativity

recognition, high status, responsibilities teams, depts, coworkers, clients, supervisors, subordinates work safety, job security, health insurance Work environment, salary

Self Esteem

Social

Security

freedom from war, poison, violence food water etc.

Physiological

A satisfied need ceases to motivate behavior Several needs affect a persons behavior at any one time Lower level needs must be satisfied before higher level needs are activated

Maslow Application

A homeless person
will not be motivated to meditate!

Growth

Relationships

Existence

ERG theory
Developed by Clayton Alderfer.

Collapses Maslows five categories into three

categories: existence needs, relatedness needs, and growth needs.

More than one need category may be activated at

the same time.

 Existence needs. Desire for physiological and material

well-being. Relatedness needs. Desire for satisfying interpersonal relationships. Growth needs. Desire for continued personal growth and development.

Need for Achievement

(nAch)

McClellands Needs Theory

Need for Power

(nPow)

Need for Affiliation

(nAff)

Needs theory Power need

Action that affects others behavior and has a

strong emotional appeal

Affiliation need
Establish, maintain, and restore close personal

relationships with others

Achievement need
Compete against a standard of excellence or

provide a unique contribution

Hygiene Factors
Quality of supervision Rate of pay Company policies Working conditions Relations with others Job security
High Job Dissatisfaction

Motivational Factors
Career Advancement Personal growth Recognition Responsibility

Achievement
0
Job Satisfaction High

 Hygiene factors.
Sources of job dissatisfaction. Associated with the job context or work

setting.
Improving hygiene factors prevent people from

being dissatisfied but do not contribute to satisfaction.

 Motivator factors.

Sources of job satisfaction.

Associated with the job content.

Building motivator factors into the job

enables people to be satisfied. Absence of motivator factors in the job results in low satisfaction, low motivation, and low performance.

Theory X
Assumes that employees dislike work, lack ambition, avoid responsibility, and must be directed and coerced to perform.

Theory Y
Assumes that employees like work, seek responsibility, are capable of making decisions, and exercise self-direction and self-control when committed to a goal.

Goal-Setting Theory

Equity Theory Reinforcement Theory

Expectancy Theory

Effective Goals are:

Accepted by employees
Challenging and

realistic Specific, quantifiable, and measurable

Personal Outcomes Inputs

versus

Others Outcomes Inputs

Inequity occurs when the ratio is not equivalent and creates cognitive dissonance To restore equity, people may use one of the following: :
Reduce inputs by cutting back on the effort,

and if the imbalance becomes too great, to leave the firm Influence the outcome, such as persuade the boss for a raise Decrease others outcomes, such as spread rumors about others Increase effort level if they think they are getting more than they deserve

Equity Theory

Under-reward
Anger Tension Motivation to Change

Perceived Inequity

Dissatisfaction

Guilt

Tension

Motivation to Change

Over-reward

Reinforcement Theory
Reinforcement

Rewards

Consequences

No Rewards

Behavior

Punishment

 Reinforcement theory

Emphasize the linkage between individual

behavior and specific outcomes.

Focus

on outcomes.

observable

behavior

and

Managers can alter the outcomes to

influence direction, level, and persistence of motivation.

 Organizational behavior modification (OB Mod).

The systematic reinforcement of desirable work

behavior and the non reinforcement punishment of unwanted work behavior. Uses four basic strategies: Positive reinforcement. Negative reinforcement. Punishment. Extinction.

or

 Positive reinforcement. The administration of positive consequences to

increase the likelihood of repeating the desired behavior in similar settings. Rewards are not necessarily positive reinforcers. A reward is a positive reinforcer only if the behavior improves.

 Negative reinforcement.

Also known as avoidance.

The withdrawal of negative consequences to

increase the likelihood of repeating the desired

behavior in similar settings.

 Punishment.
The administration of negative consequences or

the withdrawal of positive consequences to

reduce the likelihood of repeating the behavior in similar settings.

 Extinction.
The withdrawal of the reinforcing consequences

for a given behavior. The behavior is not unlearned; it simply is not exhibited. The behavior will reappear if it is reinforced again.

M= V x E x I


People choose their direction rationally

Pro Con

Intensity is developed logically

A combination of forces determines behavior Individuals decide their own behaviors in organizations

Different individuals have different needs and

goals, and want different rewards Individuals decide among alternatives based on

their perceptions

Expectancy Theory

Expectancy

If I try, will I succeed?

Instrumentality

If I succeed, what are the consequences?

Valence

How do I feel about the consequences?

 Expectancy. The probability assigned by an individual that

work effort will be followed by a given level of task accomplishment. Instrumentality. The probability assigned by the individual that a given level of achieved task performance will lead to various work outcomes. Valence. The value attached by the individual to various work outcomes.

Job Enlargement
Job Rotation

Job Enrichment

Effective managers understand the factors that influence motivation and use them as levers to energize employees toward organizational goals. Effective motivation requires much more sophistication than kicking workers harder to get more out of them. Long-term effectiveness requires managers to considers the needs and perceptions of workers as well as characteristics of the work environment. Managers should be able to apply the motivation theories to analyze and solve motivation difficulties.

A critical issue is how the teams are structured. If the team is given responsibility for a project or area, they can move beyond their individual concerns and be motivated to contribute to the common goal.

As individual performers, we should understand our own needs. It is also helpful to clearly understand motivation process in the work environment. It is important to clarify and manage your personal instrumentalities and valences.

Check-up: Motivation

Elizabeths boss starts out the day each morning saying, Bet you wish you didnt

have to be here, huh? Knowing this,

which theory gives us insight as to why Elizabeth may not be motivated at work?

Check-up: Motivation
If you study really hard and only

get a B on an exam, but your

classmate barely studies at all and gets an A, what theory will

help explain why you feel less

motivated to go to class?

Check-up: Motivation
What theory would say that this man, who knows he works hard and is performing well, will be motivated by

a gym membership for being a high performer?

Check-up: Motivation

Expectancy Theory
Would a gym membership be considered a motivator or hygiene factor, according to Herzberg?