Nelson & Quick: Motivation at Work

Chapter 5
Nelson & Quick

Motivation at Work
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Definition of Motivation
Motivation - the process of arousing and
sustaining goal-directed behavior
3 Groups of
Motivational Theories
Internal
Suggest that variables within the individual give rise to
motivation and behavior
Example: Maslows hierarchy of needs theory
Process
Emphasize the nature of the interaction between the
individual and the environment
Example: Expectancy theory
External
Focus on environmental elements to explain behavior
Example: Two-factor theory
Early Philosophers of
Motivational Theories
Max Weberwork contributes to salvation; Protestant
work ethic
Sigmund Freuddelve into the unconscious mind to better
understand a persons motives and needs
Adam Smithenlightened self-interest; that which is in
the best interest and benefit to the individual and to other
people
Frederick Taylorfounder of scientific management;
emphasized cooperation between management and labor to
enlarge company profits
Maslows Hierarchy of Needs
Lo
we
st
to
hi
gh
es
t
or
de
r
SA
Esteem
Love (Social)
Safety & Security
Physiological
Motivational Theories X & Y

SA
Esteem
Love (Social)
Safety & Security
Physiological
Theory Y - a set of
assumptions of how to
manage individuals
motivated by higher
order needs
Theory X - a set of
assumptions of how to
manage individuals
motivated by lower
order needs
McGregors Assumptions
About People Based on Theory X
Naturally indolent
Lack ambition, dislike
responsibility, and prefer to be led
Inherently self-centered and
indifferent to organizational needs
Naturally resistant to change
Gullible, not bright, ready dupes
Adapted from Table 5.1 which is from The Human Side of Enterprise by Douglas M. McGregor, reprinted from Management Review, November 1957. Copyright 1957
American Management Association International. Reprinted by permission of American Management Association International, New York, NY. All rights reserved.
http://www.amanet.org.
McGregors Assumptions
About People Based on Theory Y
Experiences in organizations result in passive and
resistant behaviors; they are not inherent
Motivation, development potential, capacity for
assuming responsibility, readiness to direct
behavior toward organizational goals are present in
people
Managements taskarrange conditions and
operational methods so people can achieve their
own goals by directing efforts to organizational
goals
Adapted from Table 5.1 which is from The Human Side of Enterprise by Douglas M. McGregor, reprinted from Management Review, November 1957.
Copyright 1957 American Management Association International. Reprinted by permission of American Management Association International, New York,
NY. All rights reserved. http://www.amanet.org.
Alderfers ERG Theory

SA
Growth
Esteem
Love (Social)
Safety & Security
Physiological
Relatedness
Existence
McClellands Need Theory:

Need for Achievement
Need for Achievement - a
manifest (easily perceived)
need that concerns
individuals issues of
excellence, competition,
challenging goals, persistence,
and overcoming difficulties

Need for Power
Need for Power - a manifest
(easily perceived) need that
concerns an individuals need
to make an impact on others,
influence others, change people
or events, and make a
difference in life

Need for Affiliation
Need for Affiliation - a
manifest (easily perceived)
need that concerns an
individuals need to establish
and maintain warm, close,
intimate relationships with
other people
3 Motivational Need Theories

Maslow
Self-actualization
Alderfer
Growth
Higher Esteem
Order
self
interpersonal
Needs
Belongingness
(social & love)
Lower Safety & Security

Order
interpersonal
Needs
physical
Physiological
McClelland
Need for
Achievement
Need for
Power
Relatedness
Existence
Need for
Affiliation
Herzbergs Two-Factor Theory

Hygiene Factor - work condition related to
dissatisfaction caused by discomfort or pain
maintenance factor
contributes to employees feeling not dissatisfied
contributes to absence of complaints
Motivation Factor - work condition related to the
satisfaction of the need for psychological growth
job enrichment
leads to superior performance & effort
MotivationHygiene
Theory of Motivation
Company policy &
administration
Supervision
Interpersonal relations
Working conditions
Salary
Status
Security
Hygiene factors avoid

job dissatisfaction
Motivation factors
increase job satisfaction
Achievement
Achievement recognition
Work itself
Responsibility
Advancement
Growth
Salary?
SOURCE: Adapted from Frederick Herzberg, The Managerial Choice: To be Efficient or to Be Human. (Salt Lake City: Olympus, 1982). Reprinted by permission.
Motivation-Hygiene Combinations
High M
Low M
high
motivation
low
motivation
High H
few complaints
few complaints
high
motivation
low
motivation
Low H
many complaints many complaints
(Motivation = M, Hygiene = H)
IndividualOrganizational
Exchange Relationship
Contributions Demands
Organization
Individual
Organizational goals
Physiological needs
Departmental objectives Security needs
Job tasks
Physical needs
Company status
Benefits
Income
SOURCE: Reproduced with permission from McGraw-Hill, Inc.
Developmental
potential
Employee knowledge
Employee skills and
abilities
Adamss Theory of Inequity

Inequity - the situation in which a person
perceives he or she is receiving less than he
or she is giving, or is giving less than he or
she is receiving
Motivational Theory
of Social Exchange
Person
Equity
Comparison
other
Outcomes = Outcomes
Inputs
Inputs
Negative
Inequity
Outcomes <
Inputs
Outcomes
Inputs
Positive
Inequity
Outcomes >
Inputs
Outcomes
Inputs
Strategies for
Resolution of Inequity
Alter the persons outcomes

Alter the persons inputs
Alter the comparison others outputs
Alter the comparison others inputs
Change who is used as a comparison other
Rationalize the inequity
Leave the organizational situation
New Perspectives
on Equity Theory
Equity Sensitive
I prefer an equity
ratio equal to that of
my comparison
other
New Perspectives
on Equity Theory
Benevolent
I am comfortable
with an equity ratio
less than that of my
comparison other
New Perspectives
on Equity Theory
Entitled
I am comfortable
with an equity ratio
greater than that of
my comparison
other
Expectancy Theory of
Motivation: Key Constructs
Valence - value or importance placed on a particular
reward
Expectancy - belief that effort leads to performance
Instrumentality - belief that performance is related
to rewards
Expectancy Model of Motivation

Effort
Effort
Performance
Perceived effort
performance
probability
Perceived
performance
reward probability
If I work hard,
will I get the job
done?
What rewards
will I get when
the job is well
done?
Reward
Perceived
value of reward
What rewards
do I value?
3 Causes of
Motivational Problems
Belief that effort will not result in performance
Belief that performance will not result in rewards
The value a person places on, or the preference a
person has for, certain rewards
Moral Maturity
Moral Maturity - the measure of a persons cognitive
moral development
Morally mature
people behave and act
based on universal
ethical principles.
Morally immature
people behave and act
based on egocentric
motivations.

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Chapter 5

Nelson & Quick

Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.

Maslows Hierarchy of Needs

Motivational Theories X & Y

Alderfers ERG Theory

McClellands Need Theory:

McClellands Need Theory:

McClellands Need Theory:

3 Motivational Need Theories

Lower Safety & Security

Herzbergs Two-Factor Theory

Hygiene factors avoid

Adamss Theory of Inequity

Alter the persons outcomes

Expectancy Model of Motivation

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