MOTIVATION

The Nature of Motivation

 Motivation
 The set of forces that cause people to behave in certain
ways.
 The goal of managers is to maximize desired behaviors
and minimize undesirable behaviors.
 The Importance of Motivation in the Workplace
 Determinants of Individual Performance
 Motivation—the desire to do the job.
 Ability—the capability to do the job.
 Work environment—the resources needed to do the job.
The Motivation Process
Theories of Motivation
Needs theories Process theories
 Maslow’s hierarchy • Expectancy Theory
of needs • Goal Setting Theory
 Herzberg’s two • ERG theory
factor theory
• Equity theory
 McGregor's theory
X and Y
Maslow’s Hierarchy of Needs

Source: Adopted from Abraham H. Maslow, “A Theory of

Human Motivation,” Psychology Review, 1943, Vol. 50, pp.
10–5
370-396.
The Need Hierarchy Approach
(Maslow)
 People must, in a hierarchical order, satisfy five needs:
 Physiological needs for basic survival and biological function.

 Security needs for a safe physical and emotional environment.

 Belongingness needs for love and affection.

 Esteem needs for positive self-image/self-respect and recognition

and respect from others.
 Self-actualization needs for realizing one’s potential for personal
growth and development.
Contrasting Views of Satisfaction
and Dissatisfaction

Herzberg's view
Motivators
Satisfaction No satisfaction

Hygiene Factors
No dissatisfaction Dissatisfaction
Herzberg’s Two-Factor Theory

Dissatisfaction Not dissatisfied Positive

and but satisfaction
demotivation not motivated and motivation

Hygiene Factors Motivational Factors

•Company policies
•Achievement
•Quality of supervision
•Career advancement
•Relations with others
•Personal growth
•Personal life
•Job interest
•Rate of pay
•Recognition
•Job security
•Responsibility
•Working conditions
 Needs in Maslow’s hierarchy of needs that
Figure 16.6
desirable hygiene and motivating factors generally satisfy

.
Needs Theories
Maslow Herzberg

Self-Actualisation
Motivators
Esteem

Social
Hygiene
Safety
Factors

Physiological
Theory X and Theory Y
McGregor’s Contribution to
Management Theory
 Theory X assumptions
 The average person dislikes work and will avoid it
 Most people must be coerced or controlled
 People avoid responsibility and have little ambition
McGregor’s Contribution to
Management Theory
 Theory X outcomes
 Work becomes a means to an end
 Reinforces the rigid lines of authority
 Managers that assume Theory X get Theory X

Satisfied needs are not motivators

McGregor’s Contribution to
Management Theory
 Theory Y assumptions
 Physical and mental work effort are natural
 Committing to objectives will allow the full range of
control tools to be utilized
 Commitment is a function of proper rewards
 People learn to seek responsibility
 People have the ability to creatively solve organizational
problems
 Employees need the freedom to utilize their untapped
potential
Expectancy Theory
 Expectancy Theory
(Vroom)

Individual 1 Individual 2 Organisational

Effort Performance Rewards

1. Effort-Performance relationship = Expectancy

Personal
2. Performance-Rewards relationship = Instrumentality
Goals
3. Rewards-Personal goals relationship = Valence

Prentice Hall, 2001 Chapter 6 16

How Expectancy Theory Works

Your tutor offers you £1 million if you memorise the textbook by tomorrow morning.

Expectancy Instrumentality Valence

Effort - Performance Link Performance - Rewards Link Rewards - Personal Goals Link

No matter how much effort Your tutor does not look There are a lot of wonderful things
you put in, probably not possible like someone who has £1 million you could do with £1 million
to memorise the text in 24 hours

E=0 I=0 V=1

Conclusion: Though you value the reward, you will not be motivated to do this task.
Porter-Lawler Extension of
Expectancy Theory
 Assumptions:
 If performance in an organization results in equitable
and fair rewards, people will be more satisfied.
 High performance can lead to rewards and high
satisfaction.
 Types of rewards:
 Extrinsic rewards—outcomes set and awarded by
external parties (e.g., pay and promotions).
 Intrinsic rewards—outcomes that are internal to the
individual (e.g., self-esteem and feelings of
accomplishment).
Porter-Lawler Extension of
Expectancy Theory

Source: Edward E. Lawler III and Lyman W. Porter, “The Effect

of Performance on Job Satisfaction,” Industrial Relations,
10–19
Equity Theory

Referent
Comparisons:
Self-inside
Self-outside
Other-inside
Other-outside
Equity Theory
 People are motivated to seek social equity in the
rewards they receive for performance.
 Equity is an individual’s belief that the treatment he
or she receives is fair relative to the treatment
received by others.
 Individuals view the value of rewards (outcomes) and
inputs of effort as ratios and make subjective
comparisons of themselves to other people:
Outcomes (self) Outcomes (other)
=
Inputs (self) Inputs (other)
Equity Theory (cont’d)
Choices for dealing with inequity:
1. Change work inputs
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 (cont’d)
Propositions relating to inequitable pay:
1. Overrewarded employees produce more than
equitably rewarded employees.
2. Overrewarded employees produce 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 (cont’d)
 Alderfer’s ERG Theory
1. Existence
2. Relatedness
3. Growth

.
ERG Theory (Clayton Alderfer)
Concepts:
More than one need can be
operative at the same time.
Core Needs If a higher-level need cannot
be fulfilled, the desire to
Existence: provision of basic
satisfy a lower-level need
material requirements.
increases.
Relatedness: desire for
relationships.
Growth: desire for personal
development.
E.R.G.
Maslow
Theory (Cont.)
hierarchy E.R.G.
Theory
Self- Relationship of
actualization Maslow’s hierarchy
Growth needs to E.R.G. Theory.
Esteem

Belongingness
and love Relatedness needs

Safety
Existence needs
Physiological
 McClelland’s Acquired Needs Theory

Need for Achievement (nAch)

Need for Power (nPower)

Need for Affiliation (nAff)

.
David McClelland’s Theory of Needs

nPow

nAch nAff
Matching Achievers and Jobs
Goal-Setting Theory (Edwin Locke)
Goal Setting
Goals Effects on Person
Directs attention
Specific Energises Performance
Difficult Encourages persistency
Accepted New strategies developed

Feedback
 You are a bright, female investment analyst about to
give a major presentation to a group of bankers
supporting a corporate acquisition. After walking in
and meeting the bankers before you give the
presentation, you are asked by your boss to “be a dear
and serve them coffee.”
 Q1 Explain the situation and your response? – do you carry with the
task or do you speak up?
 Q2 How do you think employees should respond when given
illegitimate tasks?
 Q3 Suggest some ways through which organizations can monitor the
tasks it assign to employees and ensure that the tasks are legitimate?
 Q4 Is there ever a case in which illegitimate tasks should be tolerated
or “rightfully” given?