2. Motivation
The force which drives behaviour (pp.48)
âą DIRECTION - i.e. what a person is trying to do
âą EFFORT - how hard a person is trying
âą PERSISTENCE - i.e. how long a person
continues trying
3. Theories of motivation
Content theories (pp.49)
âą Two-factor theory ( Hersberg): intrinsic and extrinsic
âąTypes of needs: classification of needs: deficiency versus growth
âą Hierarchy of needs (e.g. Maslow): ordering of need by relative
priority
Process theories
âą Expectancy theory (Vroom; Porter & Lawler): : a rational estimate of
the likely result of their behaviour
âą Goal theory ( Locke)
âą Equity theory ( Adams)
4.
5.
6. Content Theories
1.Hierarchy of Needs Theory
Abraham Maslow (pp.56)
ïŹ There is a hierarchy of 5 needs---physiological,
safety,social,esteem,& self-actualization---and as
each need is sequentially satisfied,the next need
becomes dominant
ïŹ review:1.intuitively
logical,ease of understanding,
receiving wide recognition, particularly among
practicing managers. 2.little empirical support
7. Maslow's Hierarchy of Needs
1. Biological and Physiological needs - air, food, drink,
warmth, sleep, etc.
2. Safety needs - protection from elements, security, order,
law, limits, stability, etc.
3. Belongingness and Love needs - work group, family,
affection, relationships, etc.
4. Esteem needs - self-esteem, achievement, mastery,
independence, status, dominance, prestige, managerial
responsibility, etc.
5. Self-Actualization needs - realizing personal potential,
self-fulfillment, seeking personal growth and peak
experiences.
8. Content Theories
2. ERG theory (Alderfer, pp.58)
ïŹ There are three groups of core needs: existence,
relatedness and growth
ïŹ Difference:(1) more than one need may be operative at
the same time,(2) if the gratification of a higher level
needs is stifled, the desire to satisfy a lower level need
increases
ïŹ Maslow: a rigid step like progression. ERG:contains a
frustration-regression dimension
ïŹ Several studies have supported the ERG theory:natives
of Spain & Japan place social needs before their
physiological requirements
9. Content Theory
3.McClellandâs Acquired Needs Theory
ï Acquired needs theory.
ïĄDeveloped by David McClelland.
ïĄThree needs â achievement, affiliation, and
power â are acquired over time, as a result of
experiences.
ïĄManagers should learn to identify these needs
and then create work environments that are
responsive to them.
9
10. Content Theory
3.McClellandâs Acquired Needs Theory
ï Need for achievement.
ïĄThe desire to do something better or more
efficiently, to solve problems, or to master complex
tasks.
ïĄHigh need for achievement people:
ïŹPrefer individual responsibilities.
ïŹPrefer challenging goals.
ïŹPrefer performance feedback.
10
11. Content Theory
3.McClellandâs Acquired Needs Theory
ï Need for affiliation.
ïĄThe desire to establish and maintain friendly and
warm relations with others.
ïĄHigh need for affiliation people:
ïŹAre drawn to interpersonal relationships.
ïŹSeek opportunities for communication.
11
12. Content Theory
3.McClellandâs Acquired Needs Theory
ï Need for power.
ïĄThe desire to control others, to influence their
behavior, or to be responsible for others.
ïĄHigh need for for power people:
ïŹSeek influence over others.
ïŹLike attention.
ïŹLike recognition.
12
13. Content Theory
3.McClellandâs Acquired Needs Theory
ï Research evidence on acquired needs theory.
ïĄIdentification of the need profiles that are
required for success in different types of jobs.
ïĄPeople can be trained to develop the need for
achievement, particularly in developing nations.
13
14. Content Theories
4. Motivation-Hygiene Theory
ïĄDeveloped by Frederick Herzberg.
ïĄAlso known as Two Factor theory.
ïĄPortrays two different factors â hygiene factors
and motivator factors â as the primary causes
of job dissatisfaction and job satisfaction .
14
15. Content Theories
4. Motivation-Hygiene Theory
ï Hygiene factors. (Mostly Extrinsic)
ïĄSources of job dissatisfaction.
ïĄAssociated with the job context or work setting.
ïĄImproving hygiene factors prevent people from
being dissatisfied but do not contribute to
satisfaction.
15
16. Content Theories
4. Motivation-Hygiene Theory
ï Motivator factors. (Mostly Intrinsic)
ïĄSources of job satisfaction.
ïĄAssociated with the job content.
ïĄBuilding motivator factors into the job enables
people to be satisfied.
ïĄAbsence of motivator factors in the job results in
low satisfaction, low motivation, and low
performance.
16
18. Problems with Content Theories
ïŹ Not specific about what behaviours and rewards
satisfy which needs.
ïŹNeglect the impact of the social context on
peopleâs interpretation of their needs.
ïŹPeople do not necessarily strive to move up the
hierarchy - at least, not through their work.
ïŹHow to define needs?
19. Process Theories
1. Vroomâs Expectancy Theory (1964) pp.51
Motivation ( M)=Expectation (E) x Valence
Where: Expectancy - If I tried would I be able to
perform the action?
Valence - How much do I value those
outcomes?
20.
21. Process Theories
2. Goal-setting Theory (Locke,pp.51)
A goal is a target level of performance
If a goal is: difficult
specific
And if a person: accepts the goal
feels committed to it
gets feedback on their progress
Then their performance improves because:
their behaviour is focused
they try hard
they keep trying
they develop strategies
23. Some âlive issuesâ in Goal-Setting
âą How to enhance goal commitment (participative?)
âą Who defines âchallengingâ?
âą Conflict between goals
Individual v. group
Competing personal goals
âą Goals set Vs dynamic environment
24. Process theories
3.Equity theory (Adams, 1963, pp.65)
ïŹ Individuals compare their job inputs & outcomes with
those of others & then respond so as to eliminate any
inequities
ïŹ Minor qualifications:
1. people have a great deal more tolerance of
overpayment inequities than of underpayment
inequities.
2. not all people are equity sensitive,such as benevolent
types
26. Motivation and Job Design
Hackman and Oldham (1980, pp.73)
Motivation through design of work.
Five âCore Job Dimensionsâ
1. Skill Variety
2. Task Identity
3. Task Significance
4. Autonomy
5. Feedback
27.
28. SoâŠwhat do all these theories add up to?
1. Successful work performance can arise from many
different needs/motives.
2. People need to believe they can perform effectively if
they try.
3. The rewards for good performance should actually be
desired by the people concerned.
4. What constitutes good performance should be clearly
defined.
5. People need feedback on their performance.
6. Peopleâs values and identity matter.