Chapter

Chapter 6:
6: Basic
Basic Motivation
Motivation Concepts
Concepts
Motivation = The processes that account for an
individuals direction, intensity and persistence of
effort toward achieving a goal
Direction = should benefit the organization (i.e.
quality of effort counts!)
Intensity = how hard an employee tries
Persistence = how long can an employee maintain
his/her effort?
Note: the goal is an organizational goal

Early
Early Theories
Theories of
of Motivation
Motivation

Maslows
Maslows Hierarchy
Hierarchy of
of Needs
Needs

Maslows
Maslows Hierarchy
Hierarchy of
of Needs
Needs
Physiological
includes hunger, thirst, shelter, sex and other bodily needs

Safety
includes security and protection from physical and
emotional harm

Social
includes affection, belongingness acceptance, and
friendship

Esteem
includes internal esteem factors such as self-respect,
autonomy, and achievement; and external esteem
factors
such as status, recognition, and attention

Self-actualization
the drive to become what one is capable of becoming;
includes growth, achieving ones potential, and selffulfillment

Theory
Theory XX and
and Theory
Theory YY (Douglas
(Douglas McGregor)
McGregor)

Two-Factor
Two-Factor Theory
Theory
Intrinsic factors are related to job satisfaction,
while extrinsic factors are related to job
dissatisfaction.
Hygiene factors = when these are adequate,
workers feel OK (i.e. they are NOT dissatisfied).
Examples include quality of supervision,
company policies and administration.
Motivators = examines factors contributing to job
satisfaction. Thus, there are factors which lead
to job satisfaction and things that dont (i.e.
notice there is a difference between nonsatisfying and dissatisfying factors)

Contemporary
Contemporary Theories
Theories
Alderfer's ERG Theory

Existence
Relatedness
Growth
This theory does not assume a rigid hierarchy
like Maslow's. For example, all 3 of these could
be operating at the same time.

McClelland's
McClelland's Theory
Theory of
of Needs
Needs
The Need for Achievement: the drive to excel,
achieve in relation to a set of standards, strive to
succeed.
The Need for Power: The need to make others
behave in a way that they would not have
behaved otherwise.
The Need for Affiliation: The desire for friendly
and close interpersonal relationships.
Q: So, what can we do with such information
about our employees???

Answer:
Answer:Match
MatchPeople
Peopleand
andJobs
Jobs(an
(anexample)
example)

Cognitive
Cognitive Evaluation
Evaluation Theory
Theory

Goal
Goal -Setting
-Setting Theory
Theory
The theory that specific and difficult goals lead to higher
performance.
Goals tell an employee what needs to be done and how
much effort will need to be expended.
Specific goals increase performance; that difficult goals,
when accepted, result in higher performance than do easy
goals; and that feedback leads to higher performance than
does non-feedback.
Specific hard goals produce a higher level of output than
does the generalized goal of "do your best."
The specificity of the goal itself acts as an internal
stimulus.
Be sure to note the importance of goal commitment, selfefficacy, task characteristics, and national culture on goalsetting theory.

Reinforcement
ReinforcementTheory
Theory
A counterpoint to the goal-setting theory.
In reinforcement theory, a behavioristic
approach, which argues that reinforcement
conditions behavior.
Reinforcement theorists see behavior as being
behaviorally caused.
Reinforcement theory ignores the inner state of
the individual and concentrates solely on what
happens to a person when he or she takes some
action.

Equity
Equity Theory
Theory
Individuals compare their job inputs and outcomes with
those of others and then respond so as to eliminate any
inequities (this is the motivation component)
Equity theory recognizes that
individuals are concerned not only with the absolute
amount of rewards for their efforts, but also with the
relationship of this amount to what others receive.
Historically, equity theory focused on:
Distributive justice or the perceived fairness of the
amount and allocation of rewards among individuals.
However, equity should also consider procedural justice or
the perceived fairness of the process used to determine the
distribution of rewards.

Equity
Equity Theory
Theory (contd)
(contd)

Choices
Choicesfor
fordealing
dealingwith
withinequity:
inequity:
1.1. Change
Changeinputs
inputs(slack
(slackoff)
off)
2.2.
3.3.

Change
Changeoutcomes
outcomes(increase
(increaseoutput)
output)
Distort/change
Distort/changeperceptions
perceptionsof
ofself
self

4.4.
5.5.

Distort/change
Distort/changeperceptions
perceptionsof
ofothers
others
Choose
Chooseaadifferent
differentreferent
referentperson
person

6.6. Leave
Leavethe
thefield
field(quit
(quitthe
thejob)
job)

Expectancy
ExpectancyTheory
Theory
The strength of a tendency to act in a certain way depends
on the strength of an expectation that the act will be
followed by a given outcome and on the attractiveness of
that outcome to the individual. The theory focuses on three
relationships:
Effort-performance relationship or the probability perceived
by the individual that exerting a given amount of effort will
lead to performance.
Performance-reward relationship or the degree to which the
individual believes that performing at a particular level will
lead to the attainment of a desired outcome.
Rewards-personal goals relationship or the degree to
which organizational rewards satisfy an individuals
personal goals or needs and the attractiveness of those
potential rewards for the individual.

Expectancy
Expectancy Theory
Theory

Performance
Performance Dimensions
Dimensions

Summary
Summaryand
andImplications
Implicationsfor
for Managers
Managers
Need Theories
Maslows hierarchy, Two factor, ERG, & McClellands
Goal Setting Theory
Clear and difficult goals often lead to higher levels of employee
productivity.
Reinforcement Theory
Good predictor of quality and quantity of work, persistence of
effort, absenteeism, tardiness, and accident rates.
Equity Theory
Strongest when predicting absence and turnover behaviors.
Weakest when predicting differences in employee productivity.
Expectancy Theory
Focus on performance variables
It is a rational model so be careful when using it
This theory may be better applied to employees with greater
discretion in their jobs (i.e., as opposed to semi-skilled
positions)