Chapter 4

Basic Motivation Concepts

What is Motivation?

The willingness to do something, conditioned by this actions ability to satisfy some need for the individual

NEED

A physiological or psychological deficiency that makes certain outcomes appear attractive

Unsatisfied Need
Tension Drives

Motivation Process

Search Behavior Satisfied Need Reduction of Tension

Maslows Hierarchy of Needs Theory

SelfActualization

Esteem Social Safety Physiological

McGregors Theory X and Theory Y

Theory X Workers
Dislike work Must be threatened with punishment Avoid responsibilities Seek formal direction Require security Little ambition

Theory Y Workers
View work as natural Self-directed Exercise self-control

Accept responsibility
Seek responsibility Make innovative decisions

Herzbergs Two-Factor Theory

Hygiene factors affect job dissatisfaction
Quality of supervision Pay Company policies Physical working conditions Relations with others Job security

Motivator factors affect job satisfaction

Promotional opportunities Opportunities for personal growth Recognition Responsibility Achievement

High

Job Dissatisfaction

Job Satisfaction

High

McClelland's Theory of Needs

Need for achievement (nAch) - drive to

excel

make others behave in a way they would not have behaved otherwise Need for affiliation (nAff) - the desire for friendly and close interpersonal relationships

Need for power (nPow) - the need to

McClelland's Theory of Needs

High achievers prefer jobs with personal responsibility, feedback, and intermediate degree of risk. High achievers are not necessarily good managers. Affiliation and power closely related to managerial success Employees can be trained to stimulate their achievement need.

Goal-Setting Theory

Specific goals lead to increased performance. Difficult goals, when accepted, result in higher output than easy goals.

Goal-Setting Theory

Holding ability and acceptance constant; the more difficult the goals, the higher the level of performance Goals can be a major source of work motivation.

Reinforcement Theory
Behavior is environmentally caused. Reinforcers control behaviors. Consequences immediately following response increase the probability of repeated behavior.

Reinforcement Theory

Concentrates solely on what happens when person takes some action People will exert more effort on tasks that are reinforced.

Job Design Theory

The way the elements in a job are organized can act to increase or decrease effort

Job Characteristics Model (JCM)

Skill variety Task identity Task significance Autonomy Feedback

Social Information Processing Model

Employees adopt attitudes and behaviors in response to the social cues provided by others with whom they have contact.

Equity Theory

Employees weigh what they put into a job situation (input) against what they get from it (outcome). Then they compare their input-outcome ratio with the input-outcome ratio of relevant others.

Equity Theory

If they perceive their ratio to be equal to that of relevant others, a state of equity exists.

Equity Theory

If the ratios are unequal, inequity exists, either under-reward or over-reward. When inequities occur, employees will attempt to correct them.

Equity Theory

When employees envision an inequity, they may make one or more of five choices: Distort either their own or others inputs or outcomes Behave in some way so as to induce others to change their inputs or outcomes Behave in some way so as to change their own inputs or outcomes Choose a different comparison referent Quit their job

Expectancy Theory

Strength of a tendency to act in a certain way depends on

Strength of expectation that the act will be followed by a given outcome Attractiveness of that outcome to the individual

Expectancy Theory

Attractiveness Performance-reward linkage Effort-performance linkage

Individual Effort
Individual Performance

Simplified Expectancy Model

Organizational Rewards Individual Goals

Implications for Managers

(1) Recognize individual differences (2) Match people to jobs (3) Use goals (4) Ensure that goals are perceived as attainable (5) Create jobs that offer skill variety, task identity and significance, autonomy, and feedback (6) Individualize rewards (7) Link rewards to performance (8) Check the system for equity