Motivation Concepts

1. Motivation Concepts

2. Direction What Is Motivation? Intensity Persistence

3. What Is Motivation? Motivation The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal • Key Elements • Intensity: How hard a person tries • Direction: Toward beneficial goal • Persistence: How long a person tries

4. Hierarchy of Needs Theory (Maslow) 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-Actualization • The drive to become what one is capable of becoming

5. Maslow’s Hierarchy of Needs Lower-Order Needs Needs that are satisfied externally; physiological and safety needs Higher-Order Needs Needs that are satisfied internally; social, esteem, and self-actualization needs Self Esteem Social Safety Physiological E X H I B I T 6–1

6. Assumptions 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! Individuals therefore must move up the hierarchy in order.

7. Having Little Ambition Theory X Managers See Workers as… Disliking Work Avoiding Responsibility Self-Directed Theory Y Managers See Workers as… Enjoying Work Accepting Responsibility

8. Herzberg’s Two-Factor Theory Bottom Line: Satisfaction and dissatisfaction are not opposites of the same thing! Separate Constructs • Hygiene Factors—Extrinsic and Related to Dissatisfaction • Motivation Factors—Intrinsic and Related to Satisfaction • Hygiene Factors • Salary • Work Conditions • Company Policies • Motivators • Achievement • Responsibility • Growth

9. 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 E X H I B I T 6–2

10. Contrasting Views of Satisfaction and Dissatisfaction E X H I B I T 6–3

11. David 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 Bottom Line Individuals have different levels of needs in each of these areas, and those levels will drive their behavior. Need for Power The need to make others behave in a way that they would not have behaved otherwise

12. Matching High Achievers and Jobs E X H I B I T 6–4

13. Cognitive Evaluation Theory Cognitive Evaluation Theory Providing an extrinsic reward for behavior that had been previously only intrinsically rewarding tends to decrease the overall level of motivation The theory may be relevant only to jobs that are neither extremely dull nor extremely interesting. Hint: For this theory, think about how fun it is to read in the summer, but once reading is assigned to you for a grade, you don’t want to do it!

14. 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

15. Self-Efficacy • An individual’s feeling that s/he can complete a task (e.g. “I know I can!”) • Enhances probability that goals will be achieved Not to be confused with: Self-esteem, which is: Individuals’ degree of liking or disliking themselves

16. Reinforcement Theory Argues that behavior is a function of its consequences • Assumptions: • Behavior is environmentally caused. • Behavior can be modified (reinforced) by providing (controlling) consequences. • Reinforced behavior tends to be repeated.

17. Equity Theory Equity Theory Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities Referent Comparisons: Self-inside Self-outside Other-inside Other-outside

18. Equity Theory (cont’d) E X H I B I T 6–8

19. Equity Theory (cont’d) • Choices for dealing with inequity: • Change inputs (slack off) • Change outcomes (increase output) • Distort/change perceptions of self • Distort/change perceptions of others • Choose a different referent person • Leave the field (quit the job)

20. Equity Theory (cont’d) • Propositions relating to inequitable pay: • Overrewarded hourly employees produce more than equitably rewarded employees. • Overrewarded piece-work employees produce less, but do higher quality piece work. • Underrewarded hourly employees produce lower quality work. • Underrewarded employees produce larger quantities of lower-quality piece work than equitably rewarded employees.

21. Expectancy Theory Ethical Values and Behaviors of Leaders • 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 perform and • If they perform, they will be rewarded and • When they are rewarded, the reward will be something they care about.

22. Chapter Check-up: Motivation Elizabeth’s boss starts out the day each morning saying, “Bet you wish you didn’t have to be here, huh?” Knowing this, which theory gives us insight as to why Elizabeth may not be motivated at work?

23. Chapter Check-up: Motivation Elizabeth’s boss my well be a Theory X manager, as she/he assumes employees don’t like work and/or want to be there.

24. Chapter Check-up: Motivation If you study really hard and only get a B on an exam, but your classmate barely studies at all and gets an A, what theory will help explain why you feel less motivated to go to class?

25. Putting It All Together