Learning Objectives

2. Learning Objectives • Define motivation. • Identify the primary, general, and secondary needs. • Discuss the major content theories of work motivation. • Explain the major process theories of work motivation. • Present the contemporary equity and organizational justice theories. • Analyze work motivation across cultures.

3. Introduction • Motivation is a basic psychological process. • Many of today’s organizational behavior theorists “think it is important for the field to reemphasize behavior.”

4. Meaning of Motivation • Motivation is a process that starts with a physiological or psychological deficiency or need that activates a behavior or a drive that is aimed at a goal or incentive • Human motives are variously called physiological, biological, unlearned, or primary.

5. Primary Motives • A must be unlearned and must be physiologically based • People develop different appetites for the various physiological motives because people have the same basic physiological makeup

6. General Motives • A motive must be unlearned but not physiologically based • Curiosity, manipulation, and activity motives • Not allowing these types of motives to be expressed and fulfilled may have serious consequences • Affection motive • Adds importance in the study of human behavior and organizational behavior

7. Examples of Key Secondary Motives

8. Secondary Motives Continued • Power motive • Adler’s concepts of inferiority complex and compensation • Achievement motive • Moderate risk taking • Need for immediate feedback • Satisfaction with accomplishments • Preoccupation with the task

9. Secondary Motives Continued • Affiliation motive • Is sometimes equated with social motives and/or group dynamics • Security motive • Conscious • Unconscious but greatly influential • Status motive • Relative ranking

10. Secondary Motives Continued • Intrinsic versus extrinsic motives • Extrinsic motives are tangible and visible to others • Intrinsic motives are internally generated • Cognitive evaluation theory suggests a more intricate relationship

11. Work-Motivation Approaches

12. Content Theories of Work Motivation • Maslow’s hierarchy of needs

13. Content Theories of Work Motivation Continued • Hierarchy of work motivation (continued)

14. Content Theories of Work Motivation Continued • Herzberg’s two-factor theory of motivation

15. Content Theories of Work MotivationContinued • Herzberg’s two-factor theory of motivation (continued) • Relation to Maslow’s need hierarchy • Closely related • Contribution to work motivation • New light on the content of work motivation • Critical analysis of Herzberg’s theory • Academic perspective: The theory oversimplifies the complexities of work motivation

16. Content Theories of Work MotivationContinued • Alderfer’s ERG Theory • Three groups of core needs: • Existence • Relatedness • Growth • Approach adds the term frustration-regression

17. Content Theories of Work MotivationContinued • Relationship between the three theories

18. Process Theories of Work Motivation • Vroom’s expectancy theory of motivation

19. Process Theories of Work Motivation • Vroom’s expectancy theory of motivation (continued) • Meaning of the variables • Valance, instrumentality, and expectancy • Implications of the Vroom model for organizational behavior • Importance of the Vroom model

20. Process Theories of Work MotivationContinued • Porter-Lawler model

21. Process Theories of Work MotivationContinued • Porter-Lawler model (continued) • Implications for practice • Attempts to be more applications oriented • Contributions to work motivation • Helps overcome barriers such as ability, practicality, interdependence, and ambiguity

22. Contemporary Theories of Work Motivation • Equity theory of work motivation • Equity occurs when • Equity as an explanation of work motivation • “Striving” to restore equity • Research support for equity in workplace • Fairly supportive

23. Contemporary Theories of Work Motivation Continued • Relationship between equity theory and organizational justice • Distributive justice • Procedural justice • Interactional justice

24. Contemporary Theories of Work Motivation Continued • Attribution theory

25. Contemporary Theories of Work Motivation Continued • Attribution theory (continued) • Overview of the theory • Locus of control attributions • Organizational symbolism • Other attributions • Attribution errors • Fundamental attribution error • Self-serving bias

26. Contemporary Theories of Work Motivation Continued • Other work motivation theories • Control theory • Cognitive phenomenon relating to the degree that individuals perceive they are in control • Agency theory • Interests of principals and agents diverge or may be in conflict with one another

27. Motivation Across Cultures • Meaning of work across cultures • Should be considered before beginning any assessment of the nature of motivation • Motivational differences across cultures • Role of religion • Role of uncertainty avoidance • Role of power distance • Other cultural dimensions

28. Motivation Across Cultures Continued • Do motivation theories and approaches hold across cultures? • Key to understanding motivation in an international context • Explore the basic meaning of work • Recognize the cultural dimensions that contribute to possible differences in motives • Account for potential new ways to apply the motivation theories and approaches

29. Questions ?