Robbins Ob16 PPT 07

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Copyright © 2015 Pearson Education, Inc.

Chapter 7: Motivation Concepts
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Performance = Ability X Willingness X Opportunities
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Learning Objectives
After studying this chapter, you should be able to:
Describe the three key elements of motivation.
Evaluate the applicability of early theories of motivation.
Apply the predictions of self-determination theory to intrinsic and
extrinsic rewards.
Identify the implications of employee job engagement for
management.
Describe goal-setting theory, self-efficacy theory, and reinforcement
theory.
Demonstrate how organizational justice is a refinement of equity
theory.
Apply the key tenets of expectancy theory to motivating employees.
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Compare contemporary theories of motivation.
LO 1
Describe the Three
Key Elements of Motivation
Motivation is the processes that account for an
individual’s intensity, direction, and persistence of
effort toward attaining a goal.
The level of motivation varies both between
individuals and within individuals at different times.
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LO 1
Describe the Three
Key Elements of Motivation
The three key elements of motivation are:
1. Intensity: concerned with how hard a person tries.
2. Direction: the orientation that benefits the
organization.
3. Persistence: a measure of how long a person can
maintain his/her effort.
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LO 2
Maslow’s Hierarchy of Needs
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LO 2
Maslow’s Hierarchy of Needs
Maslow’s need theory has received wide

recognition, particularly among practicing
managers.
 Research does not generally validate the theory.
Some researchers have attempted to revive
components of the need hierarchy concept, using
principles from evolutionary psychology.
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LO 2
Theory X and Theory Y
 Theory X assumptions are basically negative.

Employees inherently dislike work and must be
coerced into performing.
 Theory Y assumptions are basically positive.
Employees can view work as being as natural as
rest or play.
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LO 2
Theory X and Theory Y
The implications for managers can be explained by

using Maslow’s framework
 Theory X: lower-order needs dominate individuals.
 Theory Y: higher-order needs dominate individuals.
 McGregor himself believed that Theory Y
assumptions were more valid than Theory X.
There is no evidence to suggest that either set of
assumptions is valid.
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LO 2
Herzberg’s Two Factor Theory
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LO 2
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LO 2
Criticisms of Herzberg’s theory:

 Limited because it relies on self-reports.
 Reliability of methodology is questioned.
 No overall measure of satisfaction was utilized.
 Herzberg assumed a relationship between
satisfaction and productivity, but the research
methodology he used looked only at satisfaction,
not at productivity.
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LO 5
Self-Efficacy Theory
Self-efficacy theory is an individual’s belief that he or

she is capable of performing a task.
 Enactive mastery
 Vicarious modeling
 Verbal persuasion
 Arousal
Also known as social cognitive theory and social
learning theory.
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LO 5
Goal-Setting and
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LO 5
Implications of self-efficacy theory:

 Training programs often make use of enactive
mastery by having people practice and build their
skills.
 Intelligence and personality are absent from
Bandura’s list, but they can increase self-efficacy.
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LO 6 Equity Theory and Organizational
Justice
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Justice
When employees perceive an inequity, they can be
predicted to make one of six choices:
1. Change their inputs.
2. Change their outcomes.
3. Distort perceptions of self.
4. Distort perceptions of others.
5. Choose a different referent.
6. Leave the field.
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Justice
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LO 7 Apply the Key Tenets of Expectancy
Theory to Motivating Employees
Expectancy theory argues that a tendency to act in a
certain way depends on an expectation that the act
will be followed by a given outcome and on the
attractiveness of that outcome to the individual.
An employee will be motivated to exert a high level
of effort when he or she believes that:
 Effort will lead to a good performance appraisal.
 A good appraisal will lead to rewards.
 The rewards will satisfy his or her personal goals.
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Expectancy theory helps explain why a lot of workers
aren’t motivated on their jobs and do only the
minimum necessary to get by.
Three questions employees need to answer in the
affirmative if their motivation is to be maximized:
1. If I give maximum effort, will it be recognized in
my performance appraisal?
2. If I get a good performance appraisal, will it lead
to organizational rewards?
3. If I’m rewarded, are the rewards attractive to
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me?
Does expectancy theory work?
 It tends to be more valid in situations where
effort-performance and performance-reward
linkages are clearly perceived by the individual.
 If individuals were actually rewarded for
performance rather than seniority, effort, skill
level, and job difficulty, it might be much more
valid.
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publisher. Printed in the United States of America.
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7-1

Copyright © 2015 Pearson Education, Inc.

Copyright © 2015 Pearson Education, Inc.

Copyright © 2015 Pearson Education, Inc.

Copyright © 2015 Pearson Education, Inc.

Copyright © 2015 Pearson Education, Inc.

Copyright © 2015 Pearson Education, Inc.

Maslow’s need theory has received wide

Copyright © 2015 Pearson Education, Inc.

 Theory X assumptions are basically negative.

Copyright © 2015 Pearson Education, Inc.

The implications for managers can be explained by

Copyright © 2015 Pearson Education, Inc.

Herzberg’s Two Factor Theory

Copyright © 2015 Pearson Education, Inc.

Herzberg’s Two Factor Theory

Copyright © 2015 Pearson Education, Inc.

Criticisms of Herzberg’s theory:

Copyright © 2015 Pearson Education, Inc.

Self-efficacy theory is an individual’s belief that he or

Copyright © 2015 Pearson Education, Inc.

Copyright © 2015 Pearson Education, Inc.

Implications of self-efficacy theory:

Copyright © 2015 Pearson Education, Inc.

Copyright © 2015 Pearson Education, Inc.

Copyright © 2015 Pearson Education, Inc.

Copyright © 2015 Pearson Education, Inc.

Copyright © 2015 Pearson Education, Inc.

Copyright © 2015 Pearson Education, Inc.

Copyright © 2015 Pearson Education, Inc.

Copyright © 2015 Pearson Education, Inc.

Copyright © 2015 Pearson Education, Inc.

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