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Motivation Theories

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Fawad Ahmad
Fawad Ahmad

This document outlines several theories of motivation: 1. Maslow's hierarchy of needs describes five levels of needs from physiological to self-actualization. Herzberg's two-factor theory separates motivators like achievement from hygiene factors like pay. 2. McGregor's Theory X and Theory Y describe differing views of employee motivation. Expectancy theory states that motivation depends on effort-performance and performance-reward expectancies. 3. Goal-setting theory suggests specific, difficult goals improve performance. ERG theory and McClelland's needs theory describe three core needs that motivate. Cognitive evaluation and flow theories relate intrinsic motivation to competence and challenge.

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ORGANIZATIONAL BEHAVIOR
After studying chapter six and listening to my lecture, you should be able to: After studying chapter six and listening to my lecture, you should be able to: 1. Outline the motivation process. 2. Describe Maslows need hierarchy. 3. Contrast Theory X and Theory Y. 4. Differentiate motivators from hygiene factors. 5. List the characteristics that high achievers prefer in a job. 6. Summarize the types of goals that increase performance. LEARNINGOBJECTIVES
Defining MotivationDefining Motivation Key Elements 1. Intensity: how hard a person tries 2. Direction: toward beneficial goal 3. Persistence: how long a person tries Key Elements 1. Intensity: how hard a person tries 2. Direction: toward beneficial goal 3. Persistence: how long a person tries
Going Beyond the Fringe in Benefits: Especially Creative Reward Practices Company Apple Computer Publix Super Markets Advanta Corporation Westin Hotels Worthington Industries Readers Digest Pitney Bowes Steelcase Delta Airlines Reward Stock purchase options Partial ownership in the company Opportunity to help train new employees Free meals while on the job Haircuts for $2 while at work Fridays off during the month of May Courses in real estate, golf, painting, photography, and cake decorating Access to camping facilities and equipment Free airline travel for employees and spouses SAS Company???
Theory X and Theory Y (Douglas McGregor)Theory X and Theory Y (Douglas McGregor)
Need Hierarchy Theory Physiological needs Safety needs Social needs Esteem needs Self- actualization needs Lower-order needs Higher-order needs
Two-Factor Theory (Frederick Herzberg)Two-Factor Theory (Frederick Herzberg)
Comparison of Satisfiers and Dissatisfiers Comparison of Satisfiers and Dissatisfiers Factors characterizing events on the job that led to extreme job dissatisfaction Factors characterizing events on the job that led to extreme job satisfaction
Overview of Expectancy Theory EffortEffort ExpectancyExpectancy InstrumentalityInstrumentality Valence of reward Valence of reward PerformancePerformance RewardReward MOTIVATIONMOTIVATION Role perceptions and opportunities Role perceptions and opportunities Abilities and traits Abilities and traits JOB PERFORMANCE X X
Equity Theory: A Summary and Example INEQUITABLE RELATIONSHIPINEQUITABLE RELATIONSHIP Andy is overpaid compared to Bill Bill is underpaid compared to Andy Bills outcomes ($25,000/year) Bills inputs (40 hours/week) Andys outcomes ($30,000/year) Andys inputs (40 hour/week) Andy feels guilty Bill feels angry EQUITABLE RELATIONSHIPEQUITABLE RELATIONSHIP Andys outcomes ($30,000/year) Andys inputs (40 hour/week) Andy is equitably paid compared to Bill Bills outcomes ($30,000/year) Bills inputs (40 hours/week) Bill is equitably paid compared to Andy Bill feels satisfied Andy feels satisfied
Goal-Setting Theory (Edwin Locke)Goal-Setting Theory (Edwin Locke)
Goal Setting: Some Impressive Effects PercentageofMaximumWeight CarriedonEachTrip Before goal After Goal Four-Week Periods 50 60 70 80 90 100 1 2 4 5 6 7 8 9 10 11 12 Seven Years Later 94 There was a dramatic improvement in per- formance after a goal was set Performance at the goal level was sustained seven years after the goal was first set Goal level 3
ERG Theory (Clayton Alderfer)ERG Theory (Clayton Alderfer) Core Needs Existence: provision of basic material requirements. Relatedness: desire for relationships. Growth: desire for personal development. Core Needs Existence: provision of basic material requirements. Relatedness: desire for relationships. Growth: desire for personal development. Concepts: More than one need can be operative at the same time. If a higher-level need cannot be fulfilled, the desire to satisfy a lower- level need increases. Concepts: More than one need can be operative at the same time. If a higher-level need cannot be fulfilled, the desire to satisfy a lower- level need increases.
David McClellands Theory of NeedsDavid McClellands Theory of Needs nAch nPow nAff
Matching Achievers and JobsMatching Achievers and Jobs
Cognitive Evaluation TheoryCognitive Evaluation Theory
Reinforcement TheoryReinforcement Theory Concepts: Behavior is environmentally caused. Behavior can be modified (reinforced) by providing (controlling) consequences. Reinforced behavior tends to be repeated. Concepts: Behavior is environmentally caused. Behavior can be modified (reinforced) by providing (controlling) consequences. Reinforced behavior tends to be repeated.
Flow and Intrinsic Motivation TheoryFlow and Intrinsic Motivation Theory
Equity TheoryEquity Theory Referent Comparisons: Self-inside Self-outside Other-inside Other-outside Referent Comparisons: Self-inside Self-outside Other-inside Other-outside
Ken Thomass Model of Intrinsic MotivationKen Thomass Model of Intrinsic Motivation Employees are intrinsically motivated when rewards an employee gets from work result from: Choice the ability to freely self-select and perform task activities. Competence the sense of accomplishment from skillfully performing chosen tasks or activities. Meaningfulness pursuing a task that matters in the larger scheme of things. Progress the feeling of significant advancement in achieving the tasks purpose.
Equity Theory (contd)Equity Theory (contd) E X H I B I T 6-7
Equity Theory (contd)Equity Theory (contd) 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)
Equity Theory (contd)Equity Theory (contd) Propositions relating to inequitable pay: 1. Overrewarded employees produce more than equitably rewarded employees. 2. Overrewarded employees produce less, but do higher quality piece work. 3. Underrewarded hourly employees produce lower quality work. 4. Underrewarded employees produce larger quantities of lower-quality piece work than equitably rewarded employees Propositions relating to inequitable pay: 1. Overrewarded employees produce more than equitably rewarded employees. 2. Overrewarded employees produce less, but do higher quality piece work. 3. Underrewarded hourly employees produce lower quality work. 4. Underrewarded employees produce larger quantities of lower-quality piece work than equitably rewarded employees
Equity Theory (contd)Equity Theory (contd)
Expectancy TheoryExpectancy Theory E X H I B I T 6-8
Performance DimensionsPerformance Dimensions E X H I B I T 6-9

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Motivation Theories

  • 2. After studying chapter six and listening to my lecture, you should be able to: After studying chapter six and listening to my lecture, you should be able to: 1. Outline the motivation process. 2. Describe Maslows need hierarchy. 3. Contrast Theory X and Theory Y. 4. Differentiate motivators from hygiene factors. 5. List the characteristics that high achievers prefer in a job. 6. Summarize the types of goals that increase performance. LEARNINGOBJECTIVES
  • 3. Defining MotivationDefining Motivation Key Elements 1. Intensity: how hard a person tries 2. Direction: toward beneficial goal 3. Persistence: how long a person tries Key Elements 1. Intensity: how hard a person tries 2. Direction: toward beneficial goal 3. Persistence: how long a person tries
  • 4. Going Beyond the Fringe in Benefits: Especially Creative Reward Practices Company Apple Computer Publix Super Markets Advanta Corporation Westin Hotels Worthington Industries Readers Digest Pitney Bowes Steelcase Delta Airlines Reward Stock purchase options Partial ownership in the company Opportunity to help train new employees Free meals while on the job Haircuts for $2 while at work Fridays off during the month of May Courses in real estate, golf, painting, photography, and cake decorating Access to camping facilities and equipment Free airline travel for employees and spouses SAS Company???
  • 5. Theory X and Theory Y (Douglas McGregor)Theory X and Theory Y (Douglas McGregor)
  • 6. Need Hierarchy Theory Physiological needs Safety needs Social needs Esteem needs Self- actualization needs Lower-order needs Higher-order needs
  • 7. Two-Factor Theory (Frederick Herzberg)Two-Factor Theory (Frederick Herzberg)
  • 8. Comparison of Satisfiers and Dissatisfiers Comparison of Satisfiers and Dissatisfiers Factors characterizing events on the job that led to extreme job dissatisfaction Factors characterizing events on the job that led to extreme job satisfaction
  • 9. Overview of Expectancy Theory EffortEffort ExpectancyExpectancy InstrumentalityInstrumentality Valence of reward Valence of reward PerformancePerformance RewardReward MOTIVATIONMOTIVATION Role perceptions and opportunities Role perceptions and opportunities Abilities and traits Abilities and traits JOB PERFORMANCE X X
  • 10. Equity Theory: A Summary and Example INEQUITABLE RELATIONSHIPINEQUITABLE RELATIONSHIP Andy is overpaid compared to Bill Bill is underpaid compared to Andy Bills outcomes ($25,000/year) Bills inputs (40 hours/week) Andys outcomes ($30,000/year) Andys inputs (40 hour/week) Andy feels guilty Bill feels angry EQUITABLE RELATIONSHIPEQUITABLE RELATIONSHIP Andys outcomes ($30,000/year) Andys inputs (40 hour/week) Andy is equitably paid compared to Bill Bills outcomes ($30,000/year) Bills inputs (40 hours/week) Bill is equitably paid compared to Andy Bill feels satisfied Andy feels satisfied
  • 11. Goal-Setting Theory (Edwin Locke)Goal-Setting Theory (Edwin Locke)
  • 12. Goal Setting: Some Impressive Effects PercentageofMaximumWeight CarriedonEachTrip Before goal After Goal Four-Week Periods 50 60 70 80 90 100 1 2 4 5 6 7 8 9 10 11 12 Seven Years Later 94 There was a dramatic improvement in per- formance after a goal was set Performance at the goal level was sustained seven years after the goal was first set Goal level 3
  • 13. ERG Theory (Clayton Alderfer)ERG Theory (Clayton Alderfer) Core Needs Existence: provision of basic material requirements. Relatedness: desire for relationships. Growth: desire for personal development. Core Needs Existence: provision of basic material requirements. Relatedness: desire for relationships. Growth: desire for personal development. Concepts: More than one need can be operative at the same time. If a higher-level need cannot be fulfilled, the desire to satisfy a lower- level need increases. Concepts: More than one need can be operative at the same time. If a higher-level need cannot be fulfilled, the desire to satisfy a lower- level need increases.
  • 14. David McClellands Theory of NeedsDavid McClellands Theory of Needs nAch nPow nAff
  • 15. Matching Achievers and JobsMatching Achievers and Jobs
  • 17. Reinforcement TheoryReinforcement Theory Concepts: Behavior is environmentally caused. Behavior can be modified (reinforced) by providing (controlling) consequences. Reinforced behavior tends to be repeated. Concepts: Behavior is environmentally caused. Behavior can be modified (reinforced) by providing (controlling) consequences. Reinforced behavior tends to be repeated.
  • 18. Flow and Intrinsic Motivation TheoryFlow and Intrinsic Motivation Theory
  • 20. Ken Thomass Model of Intrinsic MotivationKen Thomass Model of Intrinsic Motivation Employees are intrinsically motivated when rewards an employee gets from work result from: Choice the ability to freely self-select and perform task activities. Competence the sense of accomplishment from skillfully performing chosen tasks or activities. Meaningfulness pursuing a task that matters in the larger scheme of things. Progress the feeling of significant advancement in achieving the tasks purpose.
  • 21. Equity Theory (contd)Equity Theory (contd) E X H I B I T 6-7
  • 22. Equity Theory (contd)Equity Theory (contd) 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)
  • 23. Equity Theory (contd)Equity Theory (contd) Propositions relating to inequitable pay: 1. Overrewarded employees produce more than equitably rewarded employees. 2. Overrewarded employees produce less, but do higher quality piece work. 3. Underrewarded hourly employees produce lower quality work. 4. Underrewarded employees produce larger quantities of lower-quality piece work than equitably rewarded employees Propositions relating to inequitable pay: 1. Overrewarded employees produce more than equitably rewarded employees. 2. Overrewarded employees produce less, but do higher quality piece work. 3. Underrewarded hourly employees produce lower quality work. 4. Underrewarded employees produce larger quantities of lower-quality piece work than equitably rewarded employees
  • 24. Equity Theory (contd)Equity Theory (contd)