Scribd
Upload
23 views

Session 61

This document summarizes several theories of motivation: - Maslow's hierarchy of needs proposes that people are motivated to fulfill basic needs before moving on to other needs. Alderfer's ERG theory is a modification grouping needs differently. - McGregor's Theory X and Y describe assumptions about workers' motivation. Herzberg's two-factor theory separates satisfaction from dissatisfaction. - McClelland's theory identifies three needs: achievement, power, and affiliation. - Cognitive evaluation theory and goal-setting theory examine how intrinsic and extrinsic rewards interact. Bandura's self-efficacy theory focuses on belief in one's abilities. - Equity theory and expectancy theory analyze how

Uploaded by

Rajiv Pani
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
23 views

Session 61

This document summarizes several theories of motivation: - Maslow's hierarchy of needs proposes that people are motivated to fulfill basic needs before moving on to other needs. Alderfer's ERG theory is a modification grouping needs differently. - McGregor's Theory X and Y describe assumptions about workers' motivation. Herzberg's two-factor theory separates satisfaction from dissatisfaction. - McClelland's theory identifies three needs: achievement, power, and affiliation. - Cognitive evaluation theory and goal-setting theory examine how intrinsic and extrinsic rewards interact. Bandura's self-efficacy theory focuses on belief in one's abilities. - Equity theory and expectancy theory analyze how

Uploaded by

Rajiv Pani
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 19

Motivation Concepts

Definition The result of the interaction between the individual and the situation. Three key elements:
Intensity how hard a person tries Direction effort that is channeled toward, and consistent with, organizational goals Persistence how long a person can maintain effort

Theories of Motivation

Maslows Hierarchy of Needs Theory


Alderfers ERG (Existence, Relatedness, and Growth)

McGregors Theory X and Theory Y Herzbergs Two-Factor Theory McClellands Theory of Needs

Maslows Hierarchy of Needs


There is a hierarchy of five needs. As each need is substantially satisfied, the next need becomes dominant.

Alderfers ERG Theory


A reworking of Maslow to fit empirical research.

Three groups of core needs:


Existence (Maslow: physiological and safety) Relatedness (Maslow: social and status) Growth (Maslow: esteem and self-actualization)

Removed the hierarchical assumption


Can be motivated by all three at once

Popular, but not accurate, theory

McGregors Theory X and Theory Y


Theory X Workers have little ambition Dislike work Avoid responsibility Theory Y Workers are self-directed Enjoy work Accept responsibility

Herzbergs Two-Factor Theory Satisfaction and dissatisfaction are not opposites but separate constructs Hygiene Factors Company Policies Salary Work Conditions Motivators Growth Responsibility Achievement

McClellands Three Needs Theory


Need for Achievement (nAch)
The drive to excel, to achieve in relation to a set of standards, to strive to succeed

Need for Power (nPow)


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

Need for Affiliation (nAff)


The desire for friendly and close interpersonal relationships

Contemporary Theories of Motivation Cognitive Evaluation Theory Goal-Setting Theory


Management by Objectives (MBO)

Self-Efficacy Theory
Also known as Social Cognitive Theory or Social Learning Theory

Reinforcement Theory Equity Theory Expectancy Theory

Cognitive Evaluation Theory

Providing an extrinsic reward for behavior that had been previously only intrinsically rewarding tends to decrease the overall level of motivation Major Implications for work rewards
Intrinsic and extrinsic rewards are not independent Extrinsic rewards decrease intrinsic rewards

Pay should be noncontingent on performance


Verbal rewards increase intrinsic motivation; tangible rewards reduce it

Lockes Goal-Setting Theory Basic Premise:


That specific and difficult goals, with self-generated feedback, lead to higher performance

Difficult Goals:
Focus and direct attention Energize the person to work harder Difficulty increases persistence Force people to be more effective and efficient

Relationship between goals and performance depends on:


Goal commitment (the more public the better!) Task characteristics (simple, well-learned) Culture

Banduras Self-Efficacy Theory


An individuals belief that he or she is capable of performing a task.
Higher efficacy is related to:
Greater confidence Greater persistence in the face of difficulties Better response to negative feedback (work harder)

Self-Efficacy complements Goal-Setting Theory.

Increasing Self-Efficacy
Enactive mastery
Most important source of efficacy Gaining relevant experience with task or job Practice makes perfect

Vicarious modeling
Increasing confidence by watching others perform the task Most effective when observer sees the model to be similar to him- or herself

Verbal persuasion
Motivation through verbal conviction

Pygmalion and Galatea effects - selffulfilling prophecies


Arousal
Getting psyched up emotionally aroused to complete task Can hurt performance if emotion is not a component of the task

Reinforcement Theory
Similar to Goal-Setting Theory, but focused on a behavioral approach rather than a cognitive one.
Behavior is environmentally caused Thought (internal cogitative event) is not important
Feelings, attitudes, and expectations are ignored

Behavior is controlled by its consequences reinforcers Is not a motivational theory but a means of analysis of behavior Reinforcement strongly influences behavior but is not likely to be the sole cause

Adams Equity Theory


Employees compare their ratios of outcomes-to-inputs of relevant others.
When ratios are equal: state of equity exists there is no tension as the situation is considered fair When ratios are unequal: tension exists due to unfairness
Underrewarded states cause anger Overrewarded states cause guilt

Tension motivates people to act to bring their situation into equity

Equity Theorys Relevant Others


Can be four different situations:
Self-Inside
The persons experience in a different job in the same organization

Self-Outside
The persons experience in a different job in a different organization

Other-Inside
Another individual or group within the organization

Other-Outside
Another individual or group outside of the organization

Reactions to Inequity
Employee behaviors to create equity:
Change inputs (slack off) Change outcomes (increase output) Distort/change perceptions of self Distort/change perceptions of others Choose a different referent person Leave the field (quit the job)

Propositions relating to inequitable pay:


Paid by time:
Overrewarded employees produce more Underrewarded employees produce less with low quality

Paid by quality:
Overrewarded employees give higher quality Underrewarded employees make more of low quality

Justice and Equity Theory


Procedural Justice Distributive Justice
Fairness of outcome Fairness of outcome process

Interactional Justice
Being treated with dignity and respect

Organizational Justice

Overall perception of what is fair in the workplace.

Vrooms 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 the outcome to the individual.

You might also like