Defining Motivation

Motivation
The processes that account for an
individuals intensity, direction, and
persistence of effort toward attaining a goal.
Key
KeyElements
Elements
1.
1. Intensity:
Intensity:how
howhard
hardaaperson
persontries
tries
2.
2.
3.
3.

Direction:
Direction:toward
towardbeneficial
beneficialgoal
goal
Persistence:
Persistence:how
howlong
longaaperson
persontries
tries
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Hierarchy of Needs Theory

(Maslow)

Hierarchy of Needs Theory

There is a hierarchy of five

needsphysiological, safety,
social, esteem, and selfactualization; as each need is
substantially satisfied, the
next need becomes
dominant.
Self-Actualization
The drive to become what one is capable of
becoming.
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Maslows Hierarchy of
Needs

Lower-Order Needs

Needs that are satisfied

externally; physiological
and safety needs.

Higher-Order Needs

Needs that are satisfied

internally; social, esteem,
and self-actualization
needs.

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Theory X and Theory Y

(Douglas McGregor)
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.
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videos\McGregor's Theory X &

Y.mp4

65

Two-Factor Theory (Frederick

Herzberg)
Two-Factor (Motivation-Hygiene) Theory

Intrinsic factors are related to job

satisfaction, while extrinsic factors are
associated with dissatisfaction.
Hygiene Factors
Factorssuch as company
policy and administration,
supervision, and salarythat,
when adequate in a job,
placate workers. When factors
are adequate, people will not
be dissatisfied.

66

videos\Herzberg Theory Of Mot

ivation.mp4

67

68

David McClellands Theory of

Needs
Need for Achievement

Need for Affiliation

The drive to excel, to

achieve in relation to a set
of standards, to strive to
succeed.

The desire for

friendly and close
personal
relationships.

Need for Power

The need to make others
behave in a way that
they would not have
behaved otherwise.

nPow

nAch

nAff
69

videos\Using the Three Needs

Theory to Improve Motivation.
mp4

610

ERG Theory (Clayton

Alderfer)
ERG Theory
There are three groups of core needs:
existence, relatedness, and growth.
Core
CoreNeeds
Needs
Existence:
Existence:provision
provisionof
of
basic
basicmaterial
material
requirements.
requirements.
Relatedness:
Relatedness:desire
desirefor
for
relationships.
relationships.
Growth:
Growth:desire
desirefor
for
personal
development.
personal development.

Concepts:
Concepts:
More
Morethan
thanone
oneneed
needcan
can
be
beoperative
operativeatatthe
thesame
same
time.
time.
IfIfaahigher-level
higher-levelneed
need
cannot
cannotbe
befulfilled,
fulfilled,the
the
desire
to
satisfy
a
lowerdesire to satisfy a lowerlevel
levelneed
needincreases.
increases.
611

Goal-Setting Theory (Edwin

Locke)
Goal-Setting Theory
The theory that specific and difficult goals,
with feedback, lead to higher performance.
Factors influencing the goals
performance relationship:
Goal commitment, adequate
self-efficacy and task
characteristics.
Self-Efficacy
The individuals belief that he
or she is capable of performing
a task.

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Equity Theory
Equity Theory
Individuals compare their job inputs and
outcomes with those of others and then
respond to eliminate any inequities.

613

Equity Theory (contd)

Choices
Choicesfor
fordealing
dealingwith
withinequity:
inequity:
1.1. Change
Changeinputs
inputs
2.2.
3.3.

Change
Changeoutcomes
outcomes
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)

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Equity Theory (contd)

Distributive Justice
Perceived fairness of the
amount and allocation of
rewards among
individuals.
Procedural Justice
The perceived fairness
of the process to
determine the
distribution of
rewards.
615

Expectancy Theory
Expectancy Theory (Victor Vroom)
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.

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616

Expectancy Theory
Relationships

EffortPerformance Relationship

The probability that exerting a given amount of

effort will lead to performance.

PerformanceReward Relationship
The belief that performing at a particular level
will lead to the attainment of a desired outcome.

RewardsPersonal Goals Relationship

The degree to which organizational rewards
satisfy an individuals goals or needs and the
attractiveness of potential rewards for the
individual.

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Performance Dimensions

Source: Adapted from M. Blumberg and C.D. Pringle, The Missing Opportunity in
Organizational Research: Some Implications for a Theory of Work Performance,
Academy of Management Review, October 1982, p. 565.

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