CHAPTER 11: MOTIVATION

Motivation:
The process by which a persons efforts are energized, directed, and sustained toward
attaining a goal.

Maslows Hierarchy of Needs Theory

Maslow (a psychologist) proposed that people are motivated by Five levels of needs:

McGregors Theory X and Theory Y

Douglas McGregor is best known for proposing two assumptions about human nature:
Theory X

The assumption that employees dislike work, are lazy, avoid responsibility, and must
be coerced to work.

A manager who views employees from a Theory X perspective believes:

Because employees dislike work, they must be forced, controlled, or

threatened with punishment to achieve desired goals.

Employees will avoid responsibilities and seek formal direction whenever

possible.

Theory Y
The assumption that employees are creative, enjoy work, seek responsibility, and can
exercise self-direction.

A manager who views employees from a Theory X perspective believes:

Because employees dislike work, they must be forced, controlled, or threatened

with punishment to achieve desired goals.

Employees will avoid responsibilities and seek formal direction whenever possible.

Herzbergs Two-Factor Theory

Proposes that job satisfaction and dissatisfaction arise from two different factors:
Hygiene Factors: Extrinsic factors that are associated with job dissatisfaction
Motivators: Intrinsic factors are related to job satisfaction

McClellands Three-Needs Theory

Three acquired needs are major motives at work:
Need for Achievement (nAch)
The drive to succeed and excel in relation to a set of standards.
Need for Power (nPow)
Extent to which an individual desires to control or influence others.
Need for Affiliation (nAff)
Extent to which an individual is concerned about establishing and maintaining good
interpersonal relations, being liked, and having the people around him get along with
each other.

Goal-Setting Theory
Suggests that employees can be motivated by goals that are specific and challenging but
achievable.
3 Elements of Goal-Setting Theory
Goals should be specific
Goals should be challenging
Goals should be achievable

The Job Characteristics Model

Consists of 5 core job characteristics that affect 3 psychological states of an employee that
in turn affect work outcomes (motivation, performance and satisfaction).

Equity Theory

Focuses on peoples perceptions of the fairness of their work outcomes in proportion

to their work inputs.

An employee compares his or her jobs input-outcomes ratio with that of relevant
others and then corrects any inequity.

Underrewarded: Employees may reduce input levels, or increase productivity (for some
people)
If inequity persists, workers will often choose to leave the organization.

Expectancy Theory (Vroom)

An individual tends to act in a certain way based on the expectation that the act will be
followed by a given outcome and on the attractiveness of that outcome to the individuals.

Motivating a Diverse Workforce

Compressed Workweek
A workweek in which employees work longer hours per day but fewer days per week
Flexible Work Hours (flextime)
A scheduling system in which employees are required to work a certain number of hours per
week but are free, within limits, to vary the hours of work
Job Sharing
When two or more people split (share) a fulltime job.
Telecommuting
A job approach in which employees work at home but are linked by technology to the
workplace.