© 2007 Prentice Hall Inc. All rights reserved. Motivation Principles.

© 2007 Prentice Hall Inc. All rights reserved.

Motivation Principles

MotivationMotivation

Motivation : involves a conscious decision to perform one or more activities with greater effort than one performs other activities competing for attention.

3 elements3 elements

1. Some need , motive or goal that trigger action

2. a selection process that directs the choice of action

3. a level of effort intensity that is applied to the chosen action.

Contents Theory of MotivationContents Theory of Motivation

Identify specific human needs and describes the circumstances under which these needs activate behavior.

Deficiency reduction needs- trigger behavior of avoidance- the aim to find relief from deficiencies, deprivations or unpleasant tensions

Example-Need for a job Growth aspiration needs motivate people to

approach or seek out goals and experience that thee find personally meaningful.

Example- pursuit for learning (MBA degree?)


Maslow’s Hierarchy of Needs TheoryMaslow’s Hierarchy of Needs Theory

Hierarchy of Needs Theory

There is a hierarchy of five needs—physiological, safety, social, esteem, and self-actualization; as each need is substantially satisfied, the next need becomes dominant.

Self-ActualizationThe drive to become what one is capable of becoming.


Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs

E X H I B I T 6–1E X H I B I T 6–1

Lower-Order NeedsNeeds that are satisfied externally; physiological and safety needs.

Higher-Order NeedsNeeds that are satisfied

internally; social, esteem, and self-actualization

needs.SelfSelf

EsteemEsteem

SocialSocial

SafetySafety

PhysiologicalPhysiological


Assumptions of Maslow’s HierarchyAssumptions of Maslow’s Hierarchy

Movement up the Pyramid

•Individuals cannot move to the next higher level until all needs at the current (lower) level are satisfied.

Maslow Application:

A homeless person

will not be motivated to

meditate!

Maslow Application:

A homeless person

will not be motivated to

meditate!

•Individuals therefore must move up the hierarchy in order

Aldeferer’s ERG TheoryAldeferer’s ERG Theory

Existence needs- basic survival needs

Related needs - interpersonal contact; acceptance, caring, status

Growth needs- personal development and sense of personal worth.

McGregor’s Theory X and Theory Y


Theory XTheory XManagers See Workers As…Managers See Workers As…

Disliking WorkDisliking Work

Avoiding ResponsibilityAvoiding Responsibility

Having Little AmbitionHaving Little Ambition

Theory YTheory Y Managers See Workers As…Managers See Workers As…

Enjoying WorkEnjoying Work

Accepting ResponsibilityAccepting Responsibility

Self-DirectedSelf-Directed


Herzberg’s Two-Factor TheoryHerzberg’s Two-Factor Theory

Bottom Line: Satisfaction and Dissatisfaction are not Opposite Ends of the Same Thing!

Separate constructs– Hygiene Factors---Extrinsic

& Related to Dissatisfaction

– Motivation Factors---Intrinsic and Related to

Satisfaction

Hygiene Factors:

•Salary

•Work Conditions

•Company Policies

Motivators:

•Achievement

•Responsibility

•Growth


Contrasting Views of Satisfaction and DissatisfactionContrasting Views of Satisfaction and Dissatisfaction



David McClelland’s Theory of NeedsDavid McClelland’s Theory of Needs

Need for Achievement

The drive to excel, to achieve in relation to a set of standards, to strive to succeed.

Need for Affiliation

The desire for friendly and close personal relationships.

Need for Power

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

Bottom Line: Individuals have different levels of

needs in each of these areas, and those

levels will drive their behavior


Matching High Achievers and JobsMatching High Achievers and Jobs



Goal-Setting Theory (Edwin Locke)Goal-Setting Theory (Edwin Locke)

Basic Premise: That specific and difficult goals, with self-generated feedback,

lead to higher performance.

But, the relationship between goals and performance will depend on

•goal commitment

–“I want to do it & I can do it”

•task characteristics (simple, well-learned)

•national culture


Goal Setting in Action: MBO ProgramsGoal Setting in Action: MBO Programs

Management By Objectives Programs

• Company wide goals & objectives

• Goals aligned at all levels

• Based on Goal Setting Theory

Management By Objectives Programs

• Company wide goals & objectives

• Goals aligned at all levels

• Based on Goal Setting Theory


Reinforcement TheoryReinforcement Theory

Assumptions:

•Behavior is environmentally caused.

•Behavior can be modified (reinforced) by providing (controlling) consequences.

•Reinforced behavior tends to be repeated.

Assumptions:

•Behavior is environmentally caused.

•Behavior can be modified (reinforced) by providing (controlling) consequences.

•Reinforced behavior tends to be repeated.

Argues that behavior is a function of its consequences.


Equity TheoryEquity Theory

Referent Comparisons:

Self-inside

Self-outside

Other-inside

Other-outside

Referent Comparisons:

Self-inside

Self-outside

Other-inside

Other-outside

Equity Theory

Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.


Equity Theory (cont’d)Equity Theory (cont’d)



Equity Theory (cont’d)Equity Theory (cont’d)

Choices for dealing with inequity:

1. Change inputs (slack off)

2. Change outcomes (increase output)

3. Distort/change perceptions of self

4. Distort/change perceptions of others

5. Choose a different referent person

6. Leave the field (quit the job)

Choices for dealing with inequity:

1. Change inputs (slack off)

2. Change outcomes (increase output)

3. Distort/change perceptions of self

4. Distort/change perceptions of others

5. Choose a different referent person

6. Leave the field (quit the job)


Ethical Values and Ethical Values and Behaviors of Behaviors of

LeadersLeaders

Bottom line

• All three links between the boxes must be intact or motivation will not occur. Thus,

• Individuals must feel that if they try, they can performAnd

• If they perform, they will be rewardedAnd

• When they are rewarded, the reward will be something they care about

Expectancy TheoryExpectancy Theory

© 2007 Prentice Hall Inc. All rights reserved. Motivation Principles.

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