Motivation at Work

Chapter 5
Nelson & Quick
Copyright 2005 by South-Western, a diision o! "ho#son $earning% &ll rights resered%
'e!inition o! (otiation
Motivation - the process of arousing and
sustaining goal-directed behavior
) *roups o!
(otiational "heories

Internal

Suggest that variables within the individual give rise to

motivation and behavior

Example: Maslows hierarchy of needs theory

Process

Emphasie the nature of the interaction between the

individual and the environment

Example: Expectancy theory

External

!ocus on environmental elements to explain behavior

Example: "wo-factor theory

+arly ,hilosophers o!
(otiational "heories

Max #eber$wor% contributes to salvation& Protestant

wor% ethic

Sigmund !reud$delve into the unconscious mind to better

understand a persons motives and needs

'dam Smith$(enlightened) self-interest& that which is in

the best interest and benefit to the individual and to other
people

!rederic% "aylor$founder of scientific management&

emphasied cooperation between management and labor to
enlarge company profits
(aslo-.s /ierarchy o! Needs
,hysiological
Sa!ety & Security
$oe 0Social1
+stee#
S&
*
o
w
e
s
t

t
o

h
i
g
h
e
s
t

o
r
d
e
r
(otiational "heories 2 & 3
,hysiological
Sa!ety & Security
$oe 0Social1
+stee#
S&
"heory 3 - a set o!
assu#ptions o! ho- to
#anage indiiduals
#otiated by higher
order needs
"heory 2 - a set o!
assu#ptions o! ho- to
#anage indiiduals
#otiated by lo-er
order needs
(c*regor.s &ssu#ptions
&bout ,eople 4ased on "heory 2

+aturally indolent

*ac% ambition, disli%e

responsibility, and prefer to be led

Inherently self-centered and

indifferent to organiational needs

+aturally resistant to change

-ullible, not bright, ready dupes

'dapted from "able ./0 which is from ("he 1uman Side of Enterprise) by 2ouglas M/ Mc-regor, reprinted from Management Review, +ovember 03.4/ 5opyright 03.4
'merican Management 'ssociation International/ 6eprinted by permission of 'merican Management 'ssociation International, +ew 7or%, +7/ 'll rights reserved/
http:88www/amanet/org/
(c*regor.s &ssu#ptions
&bout ,eople 4ased on "heory 3

Experiences in organiations result in passive and

resistant behaviors& they are not inherent

Motivation, development potential, capacity for

assuming responsibility, readiness to direct
behavior toward organiational goals are present in
people

Managements tas%$arrange conditions and

operational methods so people can achieve their
own goals by directing efforts to organiational
goals
'dapted from "able ./0 which is from ("he 1uman Side of Enterprise) by 2ouglas M/ Mc-regor, reprinted from Management Review, +ovember 03.4/
5opyright 03.4 'merican Management 'ssociation International/ 6eprinted by permission of 'merican Management 'ssociation International, +ew 7or%,
+7/ 'll rights reserved/ http:88www/amanet/org/
&lder!er.s +5* "heory
,hysiological
Sa!ety & Security
$oe 0Social1
+stee#
S&
+6istence
5elatedness
*ro-th
(cClelland.s Need "heory7
Need !or &chiee#ent
Need for Achievement - a
manifest 9easily perceived:
need that concerns
individuals issues of
excellence, competition,
challenging goals, persistence,
and overcoming difficulties
(cClelland.s Need "heory7
Need !or ,o-er
Need for Power - a manifest
9easily perceived: need that
concerns an individuals need
to ma%e an impact on others,
influence others, change people
or events, and ma%e a
difference in life
(cClelland.s Need "heory7
Need !or &!!iliation
Need for Affiliation - a
manifest 9easily perceived:
need that concerns an
individuals need to establish
and maintain warm, close,
intimate relationships with
other people
Sel!-actuali8ation
) (otiational Need "heories
Maslow Alderfer McClelland
/igher
9rder
Needs
$o-er
9rder
Needs
+stee#
sel!
interpersonal
Sa!ety & Security

interpersonal
physical
Need !or
&chiee#ent
Need !or
,o-er
5elatedness Need !or
&!!iliation
+6istence
*ro-th
4elongingness
0social & loe1
,hysiological
/er8berg.s "-o-:actor "heory
Hygiene Factor - wor% condition related to
dissatisfaction caused by discomfort or pain

maintenance factor

contributes to employees feeling not dissatisfied

contributes to absence of complaints

Motivation Factor - wor% condition related to the
satisfaction of the need for psychological growth

;ob enrichment

leads to superior performance < effort

(otiation;/ygiene
"heory o! (otiation
/ygiene !actors aoid
<ob dissatis!action
=
Co#pany policy &
ad#inistration
=
Superision
=
>nterpersonal relations
=
Working conditions
=
Salary
=
Status
=
Security
S=>65E: 'dapted from !rederic% 1erberg, The Managerial Choice: To be Efficient or to Be Human/ 9Salt *a%e 5ity: =lympus, 03?@:/ 6eprinted by permission/
=
&chiee#ent
=
&chiee#ent recognition
=
Work itsel!
=
5esponsibility
=
&dance#ent
=
*ro-th
=
Salary?
(otiation !actors
increase <ob satis!action
(otiation-/ygiene Co#binations

/igh ( $o- (
/igh /
high #otiation
!e- co#plaints
lo- #otiation
!e- co#plaints
$o- /
high #otiation
#any co#plaints
lo- #otiation
#any co#plaints

0(otiation @ (, /ygiene @ /1
>ndiidualA9rgani8ational
+6change 5elationship
=rganiational goals
2epartmental ob;ectives
Aob tas%s
Physiological needs
Security needs
Physical needs
5ompany status
Benefits
Income
2evelopmental
potential
Employee %nowledge
Employee s%ills and
abilities
Individual =rganiation
2
e
m
a
n
d
s
5
o
n
t
r
i
b
u
t
i
o
n
s
S=>65E: 6eproduced with permission from Mc-raw-1ill, Inc/
&da#s.s "heory o! >neBuity
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
(otiational "heory
o! Social +6change
Equity 9utco#es @ 9utco#es
>nputs >nputs
Negative 9utco#es C 9utco#es
Inequity >nputs >nputs
Positive 9utco#es D 9utco#es
Inequity >nputs >nputs
Person Comparison
other
Strategies !or
5esolution o! >neBuity

'lter the persons outcomes

'lter the persons inputs

'lter the comparison others outputs

'lter the comparison others inputs

5hange who is used as a comparison other

6ationalie the ineCuity

*eave the organiational situation

Ne- ,erspecties
on +Buity "heory
ECuity Sensitive
> pre!er an eBuity
ratio eBual to that o!
#y co#parison
other
Ne- ,erspecties
on +Buity "heory
Benevolent
> a# co#!ortable
-ith an eBuity ratio
less than that o! #y
co#parison other
Ne- ,erspecties
on +Buity "heory
Entitled
> a# co#!ortable
-ith an eBuity ratio
greater than that o!
#y co#parison
other
+6pectancy "heory o!
(otiation7 Eey Constructs
Valence - value or importance placed on a particular
reward
!"ectancy - belief that effort leads to performance
In#trumentality - belief that performance is related
to rewards
+6pectancy (odel o! (otiation
Performance Reward +!!ort Effort
,erceied e!!ort;
per!or#ance
probability
,erceied
alue o! re-ard
,erceied
per!or#ance;
re-ard probability
If I work hard,
will I get the job
done?
What rewards
will I get when
the job is well
done?
What rewards
do I value?
) Causes o!
(otiational ,roble#s

Belief that effort will not result in performance

Belief that performance will not result in rewards

"he value a person places on, or the preference a

person has for, certain rewards
(oral (aturity
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/