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Motivation Concepts

Chapter 5

Essentials of Organizational Behavior, 9/e

Stephen P. Robbins/Timothy A. Judge

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After studying this chapter, you should be able to:

1. Outline the motivation process2. Describe Maslow’s needs hierarchy3. Differentiate motivators from hygiene factors4. List the characteristics that high achievers prefer in a

job5. Summarize the types of goals that increase

performance6. Discuss ways self-efficacy can be increased7. State the impact of under rewarding employees8. Clarify the key relationships in expectancy theory

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What is Motivation?

• The processes that account for an individual’s intensity, direction and persistence of effort toward attaining a goal. Intensity – how hard a person tries Direction – one that benefits the

organization Persistence – how long the effort is

maintained

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Maslow’s Hierarchy of Needs Theory

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Theory X and Theory Y

Theory X• Inherent dislike for work

and will attempt to avoid it• Must be coerced,

controlled or threatened with punishment

• Will avoid responsibilities and seek formal direction

• Place security above all factors and will display little ambition

Theory Y• View work as being as

natural as rest or play• Will exercise self-direction

and self-control if committed to objectives

• Can learn to accept, even seek, responsibility

• Can make innovative decisions on their own

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Two-Factor Theory

HighHigh HighHighJob DissatisfactionJob Dissatisfaction Job SatisfactionJob Satisfaction00

Hygiene factors affectHygiene factors affectjob dissatisfactionjob dissatisfaction

Motivator factors affectMotivator factors affectjob satisfactionjob satisfaction

• Quality of supervisionQuality of supervision• PayPay• Company policiesCompany policies• Physical working Physical working

conditionsconditions• Relations with othersRelations with others• Job securityJob security

• Promotional opportunitiesPromotional opportunities• Opportunities for personal Opportunities for personal

growthgrowth• RecognitionRecognition• ResponsibilityResponsibility• AchievementAchievement

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Herzberg’s Two-Factor Theory

• Managers who seek to eliminate factors that can create job dissatisfaction may bring about peace but not necessarily motivation.

• If a manager wants to motivate people on their jobs, he should emphasize factors associated with the work itself or to outcomes directly derived from it.

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McClelland's Theory of Needs

• Need for achievement (nAch) - drive to excel

• Need for power (nPow) - the need to make others behave in a way they would not have behaved otherwise

• Need for affiliation (nAff) - the desire for friendly and close interpersonal relationships

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McClelland's Theory of Needs

• High achievers prefer jobs with personal responsibilityresponsibility, feedbackfeedback, and intermediate degree of risk.risk.

• High achievers are not necessarily goodgood managers.

• AffiliationAffiliation and powerpower closely related to managerial success

• Employees can be trained to stimulatestimulate their achievement need.

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Cognitive Evaluation Theory

• Proposes that the introduction of extrinsic rewards for work that was previously intrinsically rewarding tends to decrease overall motivation

• Verbal rewards increase intrinsic motivation, while tangible rewards undermine it

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Goal-Setting Theory

• Specific goals lead to increased performance.• Difficult goals, when accepted, result in higher

output than easy goals.• Self-generated feedback is a more powerful

motivator than externally generated feedback.• Influences on goal-performance relationship:

Commitment Task characteristics National culture

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Management by Objectives (MBO)

• Converts overall organizational objectives into specific objectives for work units and individuals

• Common ingredients: Goal specificity Participation in decision making Explicit time period Performance feedback

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Self-Efficacy Theory

• Refers to an individual’s belief that they are capable of performing a task

• Ways self-efficacy can be increased: Enactive mastery – gain experience Vicarious modeling – see someone else do the task Verbal persuasion – someone convinces you that you

have the skills Arousal – get energized

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Equity Theory

• Employees weigh what they put into a job situation (input) against what they get from it (outcome).

• Then they compare their input-outcome ratio with the input-outcome ratio of relevant others.

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Equity Theory

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Choices when perceived inequity

1. Change their inputs

2. Change their outcomes

3. Distort perceptions of self

4. Distort perceptions of others

5. Choose a different referent

6. Leave the field

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Forms of justice

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Expectancy Theory

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Theories are Often Culture-Bound

• Most motivation theories were developed in the U.S. by Americans and about Americans

• Not all cultures have the same characteristics as American culture

• Many cultures desire interesting work and other factors

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Implications for Managers

• Look beyond need theories

• Goal setting leads to higher productivity

• Organizational justice has support

• Expectancy theory’s power in explaining productivity increases when jobs are more complex and higher in the organization

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Summary

1. Outlined the motivation process2. Described Maslow’s needs hierarchy3. Differentiated motivators from hygiene factors4. Listed the characteristics that high achievers prefer in a

job5. Summarized the types of goals that increase

performance6. Discussed ways self-efficacy can be increased7. Stated the impact of under rewarding employees8. Clarified the key relationships in expectancy theory