1. Learning Outcomes: Motivation
Describe the five levels of Maslow’s Hierarchy Theory
Outline the three areas of Alderfer’s ERG model
Contrast McGregor’s Theory X and Theory Y
Describe the impact of the three needs of the
McClelland Theory
Explain the Goal-setting Theory for motivation
Explain the relationship between the three
contingencies of Vroom’s Expectancy Theory
Gain a greater understanding of one’s own
motivational needs through self assessment
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Motivation
Motivation is the willingness of a
person to exert high levels of effort to
satisfy some individual need or want.
The effort is a measure of intensity.
Need – Some internal state that makes
certain outcomes appear attractive.
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Maslow’s Hierarchy of Needs
e ds
r Ne
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Or
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Hi
Self-actualization
Ego or Esteem Needs
ds
ee Social/Belonging Needs
rN
de
Or
we
r Safety/Security Needs
Lo
Physical Needs
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1

2. Behavioral Models of
Motivation
Maslow’s hierarchy of needs
Motivation as a means of satisfying human needs
Five types of needs:
Physiological: food, water, sleep, exercise, etc.
Safety: security, shelter, normalcy in daily life
Love and belongingness: affection and acceptance as
part of a family or a group
Esteem or status: respect from others; need to feel
competent, confident, important, and appreciated;
self-respect
Self-actualization: the need to realize one’s own
potential, to achieve dreams & ambitions; hunger for
knowledge and understanding; to do things for the sake
of doing them
Copyright 2006 Vandeveer,
Chapter 5 Menefee, Sinclair 4
Alderfer’s ERG Theory of Motivation
All needs are
Existence
operative at
one time
Relatedness Growth
Copyright 2006 Vandeveer,
Chapter 5 Menefee, Sinclair 5
McGregor’s Theory X & Y
Theory X Theory Y
Managers are pessimistic Managers are more
about workers’ optimistic about workers’
capabilities. capabilities.
Managers believe people Managers believe people
dislike work, seek to enjoy work, willingly
avoid responsibility, and accept responsibility,
are not ambitious. exercise self-control,
Employees must be have the capacity to
closely supervised. innovate, and work is as
natural as play.
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3. Copyright 2006 Vandeveer,
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McClelland’s Needs Theory
The need for Achievement:
is the drive to accomplish challenging goals.
The need for Power:
is the desire to control others; to influence others’
behavior according to one’s wishes.
The need for Affiliation:
is the desire for close relationships with others.
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Chapter 5 Menefee, Sinclair 8
Goal Setting Theory
A goal is what a person tries to attain,
accomplish, or achieve.
Goals tell an employee what needs to be done and
how much effort will need to be expended.
A specific hard goal that is understood and accepted by
the individual acts as an internal stimulus.
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.
Feedback is critical and acts to guide behavior.
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4. Expectancy 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.
performance-reward relationship.
reward-personal goals relationship.
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Chapter 5 Menefee, Sinclair 10
Expectancy Theory
Effort-performance relationship:
the probability perceived by the individual that exerting a
given amount of effort will lead to performance.
Performance-reward relationship:
the degree to which the individual believes that
performing at a particular level will lead to the attainment
of a desired outcome.
Reward-personal goals relationship:
the degree to which organizational rewards satisfy an
individual’s personal goals or needs and the attractiveness
of those potential rewards for the individual.
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Chapter 5 Menefee, Sinclair 11
Summary
Motivation is what makes people go and it is
a reaction of some internal stimuli.
Motivation towards better performance
depends on the satisfaction of needs.
Needs are felt and their intensity varies from
one person to another, from time to time,
and so does the extent to which they are
motivating.
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4