The document discusses several theories of motivation including Maslow's hierarchy of needs theory, ERG theory, Herzberg's two-factor theory, expectancy theory, and Vroom's expectancy theory. Maslow's theory proposes that people are motivated to fulfill basic needs before moving on to higher level needs. Vroom's expectancy theory integrates valence, instrumentality, and expectancy to explain how motivation is influenced by expectations of outcomes from one's actions. The theories provide frameworks for understanding what motivates employee performance and behavior in organizational settings.

1. Organizational Behavior
Session 8
Motivation theories
Part 2

2. Maslow’s theory (Hierarchy of needs theory)
 Maslow hypothesized that within every individual there
exists a hierarchy of five needs:
1- Physiological: bodily needs;
2- Safety: security, protection from physical and emotional
harm;
3- Social: affection, belongingness, acceptance, friendship;
4- Esteem: self-respect, autonomy, recognition, attention;
5- Self-actualization: the drive to become what one is capable
of becoming;
 According to Maslow, when each of these needs becomes
substantially satisfied, the next need becomes dominant.

3. Maslow’s theory (continued)
 This theory can give us an insight into
motivation in terms of needs.
 However, it has been argued that
Maslow’s theory has cultural limitations.
 There is no strong empirical evidence
for the hierarchy of needs.

4. ERG Theory (Alderfer, 1970)
 Three dimensions of ERG theory:
 Existence
 Relatedness
 Growth
 ERG theory proposes that
 (1) more than one need may be operative at the same time;
 (2) Order of needs may differ in different cultures;
 (3) if fulfillment of a higher level need is prevented, the desire to satisfy a
lower level need increases.

5. Two-factor (hygiene-motivation) theory
 Herzberg investigated the question ‘What do people
want from their jobs?’
 Results suggested that intrinsic factors such as
advancement, recognition, responsibility, and
achievements seemed to be related to job satisfaction.
 On the other hand, dissatisfaction was attributed to
extrinsic factors such as supervision, pay, company
policies, and working condition.
 This study suggested that satisfaction and dissatisfaction
are not two opposite sides of a continuum.

6. Two-factor theory (continued)
Satisfaction No satisfaction
Motivators: recognition, responsibility, advancement
Dissatisfaction No dissatisfaction
Hygiene factors: pay, policies, work condition, supervision

7. Expectancy theory
 Expectancy theories use rational
approaches and suggest that individuals
choose behaviors based on their
expectations of the outcomes of those
actions, seeking to achieve the most
desirable outcome for themselves.

8. Vroom’s expectancy theory
 Vroom’s expectancy theory integrates three
components:
Motivation force= Valance × Instrumentality × Expectancy
 Valance: is the importance that the individual places upon the
expected outcome of a situation. This component is related to an
individual’s expected incentive, preferences, and values.
 Instrumentality: is the belief that the success of the situation is
linked to the expected outcome of the situation, e.g. it's gone really
well, so I'd expect praise.
 Expectancy: is the belief that output from the individual and the
success of the situation are linked, e.g. if I work harder then this will
be better.

9. Effort Performance Outcome
(reward)
expectancy instrumentality

10. Implications for leaders:
2. Identify positively valent outcome;
3. Increase expectancies;
4. Make performance instrumental toward
positive outcome.

11. Group tasks
 Use expectancy theory to explain
motivational processes of:
3. An employee’s motivation to become a
manager;
5. An employee’s motivation to participate
in a training program.