Basic Motivation Concepts

1. Basic Motivation Concepts Chapter 6 Chapter 6

2. Learning Objectives • Outline the motivation process • Describe Maslow’s need hierarchy • Contrast Theory X and Theory Y • Differentiate motivators from hygiene factors • Examine the job characteristics that high achievers prefer Chapter 6

3. Learning Objectives • Examine goals that increase performance • State the impact of under-rewarding employees • Clarify relationships in expectancy theory • Learn how the contemporary theories of motivation complement each other Chapter 6

4. Direction What Is Motivation? Goals Intensity Persistence Chapter 6

5. Maslow’s Hierarchy of Needs Self Esteem Social Safety Physiological Chapter 6

6. Little Ambition Theory X Workers Dislike Work Avoid Responsibility Self-Directed Theory Y Workers Enjoy Work Accept Responsibility Douglas McGregor Chapter 6

7. Herzberg’s Two-Factor Theory Hygiene Factors Motivational Factors • Quality of supervision • Rate of pay • Company policies • Working conditions • Relations with others • Job security • Career Advancement • Personal growth • Recognition • Responsibility • Achievement 0 Job Satisfaction High Job Dissatisfaction High Chapter 6

8. Alderfer’s ERG Theory Existence Growth Relatedness Chapter 6

9. Need for Achievement (nAch) The Theory of Needs David McClelland Need for Power (nPow) Need for Affiliation (nAff) Chapter 6

10. McClelland’s Theory of needs • nAch: moderately challenging goals, not too easy, not difficult, stretching • nPow: status-oriented, competitive, “in charge”, • nAff: be liked and accepted; cooperative Chapter 6

11. Need Theory and Job Performance • Achievers prefer jobs that offer • Personal responsibility • Feedback • Moderate risks • Not a good manager • Interested in how they doing personally, rather than influencing others. • Npow and Naff • Related to managerial success Chapter 6

12. Intrinsic Motivators Extrinsic Motivators Cognitive Evaluation Chapter 6

13. Cognitive evaluation theory • Interdependence, rather than independence between intrinsic and extrinsic rewards • Allocating extrinsic rewards reduce intrinsic rewards • Loss control over one’s own behavior • Implications • Individual pay non-contingent on performance Chapter 6

14. Specificity Challenge Feedback Participation Commitment Self-efficacy Task Characteristics Culture Goal-Setting Theory Chapter 6

15. Reinforcement Theory Behavior is a pattern of its consequences Rewards Consequences Behavior No Rewards Punishment Chapter 6

16. Equity Theory Ratio Comparison* Employee’s Perception Outcomes A Inputs A Outcomes A Inputs A Outcomes A Inputs A Outcomes B Inputs B Outcomes B Inputs B Outcomes B Inputs B < Inequity (Under-Rewarded) = Equity > Inequity (Over-Rewarded) *Where A is the employee, and B is a relevant other or referent. Chapter 6

17. Distributive Justice Procedural Justice Amount and Allocation of Rewards Perceived Fairness of the Distribution Process Research into EquityPerceived fairness Chapter 6

18. 1. Effort-performance relationship 2. Performance-rewards relationship 3. Rewards-personal goals relationship Expectancy Theory Individual Effort Individual Performance Organizational Rewards 1 2 3 Personal Goals Chapter 6

19. Performance Dimensions Ability Performance Motivation Opportunity Chapter 6

20. An Integrative Model of Motivation High nAch Equity Comparison OO IA IB Ability Opportunity Performance Appraisal Criteria Individual Effort Individual Performance Organization Rewards Personal Goals Reinforcement Performance Appraisal System Dominant Needs Goals Direct Behavior Chapter 6

21. Motivation TheoriesAre Culture Bound Hierarchy of Needs Need for Achievement Equity Theory Chapter 6