Chapter 10 Motivation

Motivation and individual needs

Early theories of motivation
Contemporary theories of motivation
Contemporary issues in motivation
Motivation is the willingness to
exert high levels of effort to reach
organizational goals, conditioned
by the efforts ability to satisfy some
individual need.
Need is some internal state that
makes certain outcomes appear
attractive.
Exhibit 10-1 The Motivation Process

Unsatisfied
need
Tension Drives
Search
behavior

Satisfied
need
Reduction
of
tension
Maslows hierarchy of needs theory
McGregors theory X and theory Y
Herzberg motivation-hygiene theory
Early Theories of Motivation
Exhibit10-2 Maslows Hierarcy of Needs


Self-
actualization

Esteem

Social

Safety

Physiological





Theory X
Theory X offered by McGregor assumes
that employees dislike work, are lazy,
seek to avoid responsibility, and must
be coerced to perform. It is a negative
view about people.
A manager who view employees from a Theory X
perspective believes:
Employees inherently dislike work and, whenever
possible, will attempt to avoid it.
Because employees dislike work, they must be
coerced, controlled, or threatened with punishment
to achieve desired goals.
Employees will shirk responsibilities and seek
formal direction whenever possible.
Most works place security above all other factors
associated with work and will display little ambition.
Theory Y
Theory Y assumes that employees are
creative, seek responsibility, and can
exercise self-direction. It is a positive
view about people.
A manager who view employees from a
Theory Y perspective believes:
Employees can view work as being as natural
as rest or play
Men and women will exercise self-direction
and self-control if they are committed to the
objectives
The average person can learn to accept, even
seek, responsibility
The ability to make good decisions widely
dispersed throughout the population and is
not necessarily the sole province of managers.
Herzberg Motivation-hygiene Theory
Motivation-hygiene Theory assumes
that intrinsic factors are related to job
satisfaction and extrinsic factors are
related to job dissatisfaction.
Exhibit 10-4 Herzberg Motivation-hygiene Theory
Achievement
Recognition
Work itself
Responsibility
Advancement
Growth

Supervision
Company policy
Relationship with supervisor
Working conditions
Salary
Relationship with peers
Personal life
Relationship with subordinates
Status
Security

Motivators Hygiene factors
Extremely
Satisfied
Neutral
Extremely
Dissatisfied

Exhibit 10-5 contrasting views of satisfaction-dissatisfaction
Traditional view
Satisfaction Dissatisfaction
Motivators
Satisfaction No satisfaction
Hygiene factors
No dissatisfaction
Dissatisfaction
Herzbergs View
Contemporary Theories of Motivation
McClellands three-need theory
Equity theory
Job characteristics model(JCM)
Expectancy theory
Integrating theories of motivation
Three-needs theory recognizes
that the need for achievement,
power, and affiliation are major
motives in work.
Need for achievement: The drive to
excel, to achieve in relation to a set of
standards, to strive to succeed.
Need for power: The need to make
others behave in a way that they would
not have behaved otherwise.
Need for affiliation: The desire for
friendly and close interpersonal
relationships.
Exhibit 10-6 Equity Theory Relationship
Perceived ratio comparison
Employees assessment
I nputsB
OutcomesB
I nputsA
OutcomesA
=
I nputsB
OutcomesB
I nputsA
OutcomesA
>
I nputsB
OutcomesB
I nputsA
OutcomesA
<
Inequity (underrewarded)
Equity
Inequity(overrewarded)
*Person A is the employee, and Person B is a relevant other or referent.
Equity Theory Propositions
If paid according to time, overrewarded
employees will produce more than
equitably paid employees.
If paid according to quantity of
production, overrewarded employees will
produce fewer but higher-quality units
than equitably paid employees.
If paid according to time, underrewarded
employees will produce less or poorer-
quality output.
If paid according to quantity of production,
underrewarded employees will produce a
large number of low-quality units in
comparison with equitably paid employees.
J CMfive Core J ob Dimensions
Skill variety: the degree to which the job
requires a variety of activities so the worker
can use a number of different skills and
talents
Task identity: the degree to which the job
requires completion of a whole and
identifiable piece of work.
Task significance: the degree to which
the job affects the lives or work of other
people.
Autonomy: the degree to which the job provides
freedom, independence, and discretion to the
individual in scheduling the work and in determining
the procedures to be used in carrying it out.
Feedback: the degree to which carrying out the
work activities required by the job results in the
individuals obtaining direct and clear information
about the effectiveness of his or her performance.
Motivating Potential Score(MPS)
(

+ +
3
ce significan task identity task variety skill
autonomy feedback
Exhibit 10-7 the J ob Characteristics Model
Core job
dimensions
Critical
Psychological
states
Personal
and work
outcomes
High internal
work motivation
High-quality
work performance
High-satisfaction
with the work
Low absenteeism
and turnover
Skill variety
Task identity
Task significant
Experienced
Meaningfulness of
the work
Autonomy
Experienced
responsibility for
outcomes of the work
Feedback
Knowledge of the
actual results of the
work activities
Employee growth-need
strength
Expectancy theory states that an
individual tends to act in a certain way
on the basis of the expectation that the
act will be followed by a given outcome
and the attractiveness of that outcome
to the individual.
Exhibit 10-7 Simplified Expectancy Theory
A
B
C
=Effort-performance linkage
=Performance-reward linkage
=Attractive
Individual
effort
Individual
goals
Individual
performance
Organizational
reward
A
B
C
Exhibit10-8 I ntegrating Theories of Motivation
Individual
effort
Task
complexity
Individual
performance
Organizational
rewards
Individual
goals
Objective
performance
evaluation
system
Reinforcement
Dominant
needs





Equity
Comparison







B A
I
O
:
I
O
High nAch
Ability
Performance
Evaluation
criteria
Goals direct behavior
Contemporary I ssues in Motivation
What is the key to motivating a diverse
workforce?
Should employees be paid for
performance or time on the job?
How can managers motivate minimum-
wage employees?
Whats different in motivating professional
and technical employees?
How can flexible work options influence
motivation?(compressed workweek, flextime
work, job sharing, telecommuting )
Practices:
Explain the hierarchy of needs theory.
What are motivation factor and hygiene
factor? And what do they include?
How do the five core dimensions in the
JCM affect on employees psychological
sates and work comes?
Explain the key relationships in
expectancy theory.