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07 - Motivation Concepts

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07 - Motivation Concepts

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Organizational Behavior

Updated Eighteenth Edition, Global Edition

Chapter 7
Motivation Concepts

Copyright © 2022 Pearson Education Ltd. All Rights Reserved.


Learning Objectives (1 of 2)

7.1 Describe the three key elements of motivation.


7.2 Compare the early theories of motivation.
7.3 Contrast the elements of self-determination theory and
goal-setting theory.
7.4 Understand the differences among self-efficacy theory,
reinforcement theory, and expectancy theory.

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Learning Objectives (2 of 2)

7.5 Describe the forms of organizational justice, including


distributive justice, procedural justice, informational
justice, and interactional justice.
7.6 Identify the implications of employee job engagement for
managers.
7.7 Describe how the contemporary theories of motivation
complement one another.

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Describe the Three Key Elements of
Motivation (1 of 2)
• Motivation is the processes that account 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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Describe the Three Key Elements of
Motivation (2 of 2)
• The three key elements of motivation are:
1. Intensity: concerned with how hard a person tries.
2. Direction: the orientation that benefits the
organization.
3. Persistence: a measure of how long a person can
maintain his/her effort.

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Compare the Early Theories of
Motivation (1 of 7)
Exhibit 7-1 Maslow’s Hierarchy of Needs

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Compare the Early Theories of
Motivation (2 of 7)
• Maslow’s need theory has received wide recognition,
particularly among practicing managers.
– It is intuitively logical and easy to understand and some
research has validated it.
– However, most research does not, and it hasn’t been
frequently researched since the 1960s.

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Compare the Early Theories of
Motivation (3 of 7)
Exhibit 7-2 Comparison of Satisfiers and Dissatisfiers

Source: Based on Harvard Business Review, “Comparison of Satisfiers and Dissatisfiers,” An exhibit from One More Time:
How Do You Motivate Employees? by Frederick Herzberg, January 2003. Copyright © 2003 by the Harvard Business
School Publishing Corporation. All rights reserved.

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Compare the Early Theories of
Motivation (4 of 7)
Exhibit 7-3 Contrasting View of Satisfaction and Dissatisfaction

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Compare the Early Theories of
Motivation (5 of 7)
• Criticisms of Herzberg’s theory:
– Limited because it relies on self-reports.
– Reliability of methodology is questioned.
– No overall measure of satisfaction was utilized.

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McGregor’s Theory X and Y
Theory X
Assume that workers have little ambition, dislike
work, avoid responsibility, and require close
supervision.
Theory Y
Assumes that workers can exercise self-direction,
desire, responsibility, and like to work.
Assumption
Motivation is maximized by participative decision
making, interesting jobs, and good group relation.
Motivational Theories X & Y

SA Theory Y - a set of
assumptions of how to
Esteem manage individuals
motivated by higher
Social order needs
Theory X - a set of
Safety & Security assumptions of how to
manage individuals
Physiological motivated by lower order
needs
Compare the Early Theories of
Motivation (6 of 7)
• McClelland’s Theory of Needs
– The theory focuses on three needs:
 Need for achievement (nAch): drive to excel, to
achieve in relation to a set of standards, to strive to
succeed.
 Need for power (nPow): need to make others
behave in a way that they would not have behaved
otherwise.
 Need for affiliation (nAfl): desire for friendly and
close interpersonal relationships.

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Self-Determination Theory vs.
Goal-Setting Theory (5 of 9)
• Goal-Setting Theory
– Goals tell an employee what needs to be done and
how much effort is needed.
• Evidence suggests:
– Specific goals increase performance.
– Difficult goals, when accepted, result in higher
performance than do easy goals.
– Feedback leads to higher performance than does
non-feedback.

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Self-Determination Theory vs.
Goal-Setting Theory (6 of 9)
• Three other factors influencing the goals-performance
relationship:
– Goal commitment
– Task characteristics
– National culture

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Self-Determination Theory vs.
Goal-Setting Theory (7 of 9)
• People differ in the way they regulate their thoughts and
behaviors.
– Those with a promotion focus strive for advancement
and accomplishment and approach conditions that
move them closer toward desired goals.
– Those with a prevention focus strive to fulfill duties
and obligations and avoid conditions that pull them
away from desired goals.

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Self-Determination Theory vs.
Goal-Setting Theory (8 of 9)
Exhibit 7-4 Cascading of Objectives

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Self-Efficacy, Reinforcement, and
Expectancy Theory (1 of 8)
• Self-efficacy theory is an individual’s belief that he or she
is capable of performing a task.
– Enactive mastery
– Vicarious modeling
– Verbal persuasion
– Arousal
• Also known as social cognitive theory and social learning
theory.

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Self-Efficacy, Reinforcement, and
Expectancy Theory (2 of 8)
Exhibit 7-5 Joint Effects of Goals and Self-Efficacy on Performance

Source: Based on E. A. Locke and G. P. Latham, “Building a Practically Useful Theory of Goal Setting and Task
Motivation: A 35-Year Odyssey,” American Psychologist (September 2002): 705–17.

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Self-Efficacy, Reinforcement, and
Expectancy Theory (6 of 8)
• Expectancy theory: a tendency to act in a certain way
depends on an expectation that the act will be followed by
a given outcome and on the attractiveness of that outcome
to the individual.
• Three relationships:
– Effort-performance relationship
– Performance-reward relationship
– Rewards-personal goals relationship

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Self-Efficacy, Reinforcement, and
Expectancy Theory (7 of 8)
Exhibit 7-6 Expectancy Theory

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Copyright © 2022 Pearson Education Ltd. All Rights Reserved.
Self-Efficacy, Reinforcement, and
Expectancy Theory (8 of 8)
• Expectancy theory helps explain why a lot of workers
aren’t motivated and do only the minimum.
• Three questions employees need to answer in the
affirmative if their motivation is to be maximized:
– If I give maximum effort, will it be recognized in my
performance appraisal?
– If I get a good performance appraisal, will it lead to
organizational rewards?
– If I’m rewarded, are the rewards attractive to me?

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