MNGT3300Ch.7-Motivation Theories

MNGT3300Ch.7-Motivation Theories

Motivation

Based on

Williams, C. (2008), Management, South-Western Cengage Learning, 6 Ed.

Robbins, S. & Judge, T. (2019), Organizational Behavior, Pearson, 17th Ed.

Prepared by

Inessa Korovyakovskaya, Ph.D.

After studying this chapter, you should be able to:

Know that Motivation Is

Describe the three key elements of motivation

Know Why Motivate?

Know the Basics of Work Motivation

Learn the differences and applicability of Early and Contemporary Motivation Theories

Compare Early and Contemporary Motivation Theories

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Learning Objectives

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What is Motivation?

Derived from Latin “movere” – “to move”

Motivation is something (a need or desire) that causes a person to behave (Merriam-Webster dictionary)

Motivation is a psychological process that accounts for an individual’s intensity, direction, and persistence of effort toward attaining a goal.

The level of motivation varies both between individuals and within individuals at different times.

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the Three Key Elements of Motivation

Intensity of effort/level: Concerned with how hard a person tries. The amount of effort on the job.

Direction of effort: An employee’s choice in deciding where to put forth effort in his/her job. The orientation that benefits the organization.

Persistence of effort: A measure of how long a person can maintain his/her effort. The length of time an employee stays with a given action.

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Why Motivate?

Why does an organization want to motivate employees?

To make them achieve organizational goals

To cut costs

To increase company revenues and profit

To reduce turnover

To promote positive workplace environment

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Why Motivate?

Why does an organization

want

to motivate employees?

= x x

(an Industrial psychology equation)

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Job

Performance

Motivation

Situational Constraints

Ability

Motivation Theories

Early (Content) – focus on needs that employees seek to fulfill

Hierarchy of Needs (Maslow), Alderfer’s ERG Theory, Learned Needs Theory (McClelland), Two-Factor Theory (Herzberg)

Contemporary (Process) – focus on employees’ cognitive processes

Equity Theory/Social Comparison (Adams), Goal-Setting Theory (Locke), Expectancy Theory (Vroom), Reinforcement Theory (BF Skinner & associates)

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Basics of Work Motivation

Effort and Performance

(basic model)

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Effort

Initiation

Direction

Persistence

Performance

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Basics of Work Motivation

Need Satisfaction – the next component of the work motivation model

Since people are motivated by unmet needs, managers must learn WHAT those unmet needs are and MUST address them.

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Unsatisfied Need(s)

Tension

Energized to Take Action

Effort

Initiation

Direction

Persistence

Performance

Satisfaction

Maslow’s Hierarchy of Needs

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Lowest to highest order

Physiological

Safety & Security

Love (Social)

Esteem

SA

Maslow’s Hierarchy of Needs

Maslow’s Hierarchy of Needs

Managers need to understand what level of the hierarchy that person is currently on and focus on satisfying those needs at or above that level

Lower-order needs (physiological and safety) are satisfied externally –pay, benefits, working conditions, security, etc.

Higher-order needs (social, esteem, and SA) are satisfied internally – work itself, achievement, responsibility

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Alderfer’s ERG Theory

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Physiological

Safety & Security

Love (Social)

Esteem

SA

Existence

Relatedness

Growth

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Alderfer’s ERG Theory

Three groups of core needs:

Existence –basic material existence needs (physiological and safety needs)

Relatedness – the desire to maintain important interpersonal relationships (social needs and

external esteem factors – status, recognition,

attention)

Growth – an intrinsic desire for personal

development (SA and intrinsic esteem factors –

self-respect, autonomy, and achievement)

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Alderfer’s ERG Theory

Managers need to know (Implication for Managers):

More than one need may be operative at the same time

If the satisfaction of a higher-need is not possible, the desire to satisfy a lower-level need increases

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Herzberg’s Two-Factor Theory

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Herzberg’s Two-Factor Theory

Hygiene Factor – affect a work condition related to dissatisfaction caused by discomfort or pain

contributes to employee’s feeling not dissatisfied

contributes to absence of complaints

Motivation Factor – promotes a work condition related to the satisfaction of the need for psychological growth

work itself, achievement, recognition, advancement

leads to superior performance and effort

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Herzberg’s Two-Factor Theory

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Herzberg’s Two-Factor Theory

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Herzberg’s Two-Factor Theory

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Hygiene factors avoid

Job dissatisfaction (extrinsic)

Company policy & administration

Supervision

Interpersonal relations

Working conditions

Salary

Status

Security

SOURCE: Adapted from Frederick Herzberg, The Managerial Choice: To be Efficient or to Be Human. (Salt Lake City: Olympus, 1982). Reprinted by permission.

Achievement

Achievement recognition

Work itself

Responsibility

Advancement

Growth

Salary?

Motivation factors increase job satisfaction (intrinsic)

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13

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Herzberg’s Two-Factor Theory

Managerial tips:

Separate and distinct factors lead to job satisfaction and job dissatisfaction

Eliminating factors that create job dissatisfaction may result in peace, not necessarily motivation

(Survey in teams, in class)

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Herzberg’s Two-Factor Theory

Managerial tips:

To motivate, managers need to emphasize intrinsic factors of the job itself or work outcomes:

Promotional opportunities

Personal growth opportunities

Recognition on the job

Responsibility

Achievement (Fish! book)

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Equity Theory/Social Comparison

Employees will be motivated at work if they perceive that they are being treated fairly – Stacy Adams, 1960s

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Inequity – a situation in which a person perceives he or she is receiving less than he or she is giving, or is giving less than he or she is receiving

Equity Theory/Social Comparison

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Unsatisfied Need(s)

Tension

Energized to Take Action

Effort

Initiation

Direction

Persistence

Performance

Satisfaction

Restoring

Equity

Equity Theory/Social Comparison (Adams)

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Equity Outcomes = Outcomes Inputs Inputs

Negative Outcomes < Outcomes

Inequity Inputs Inputs

Positive Outcomes > Outcomes Inequity Inputs Inputs

Person Comparison

ther

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Equity Theory/Social Comparison (Adams)

Job Inputs- effort, experience, education, skills

Job Outputs – salary levels, salary raises, promotion, recognition, status

A Comparison Other = Referent is an important variable in equity theory

Adds to its complexity

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Strategies for Resolution of Inequity

A person/employee can:

Alter the person’s outcomes

Alter the person’s inputs

Distort perceptions of the comparison other’s outputs

Distort perceptions of the comparison other’s inputs

Change who is used as a comparison other

Rationalize the inequity

Leave the organizational situation (quit)

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3

7

7

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Workplace Outcomes & Motivation Theories

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Needs

Reinforcement

Equity/

Social

Comparison

Outcome of Interest

Effort

Performance

Satisfaction

Absenteeism

Turnover

X

X

X

X

X

X

X

X

X

X

X

Questions & Answers

Thank you!

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MNGT3300Ch.7-Motivation Theories