Chapter 6&7

Basic Motivation Concepts and Applications

I. What is motivation?

II. Theories of motivation

A. Content theories

Maslow's Hierarchy of Needs Theory

Herzberg's Motivation-Hygiene Theory

Alderfer's ERG Theory

McClelland's Theory of Needs

B. Process theories

Vroom's Expectancy Theory

Skinner's Reinforcement Theory

Locke's Goal-Setting Theory

Adam's Equity Theory

 III. Applications

I. What is motivation?

The factors that initiate, direct, and sustain human behavior over time.

II. Theories of motivation

A. Content theories: attempt to specify what sorts

of events or outcomes motivate behavior

1) Maslow's Hierarchy of Needs Theory

suggests that behavior is driven by the urge to fulfil five fundamental needs:

physiological

safety

social (love)

esteem

self-actualization

2) Herzberg's Motivation-Hygiene Theory

suggests that intrinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction

intrinsic factors (motivator)

external factors (hygiene factor)

3) Alderfer's ERG Theory

suggests that behavior is driven by the urge to fulfill three essential needs:

existence

relatedness

growth

4) McClelland's Theory of Achievement Motivation

suggests that three needs are important for us to understand motivation

need for achievement

need for power

need for affiliation

B. Process theories: attempt to specify how different

kinds of events or outcomes motivate behavior

1) Vroom's Expectancy Theory (VIE theory)

explains behavior as a function of expectancies, instrumentalities, and valences

Expectancy: the expectation that effort will result in performance

Range from 0 to 1

Instrumentality: the expectation that performance will result in reward

Range from -1 to 1

Valence: the valence of rewards an individual anticipates receiving from a particular outcome.

Range from -1 to +1

MF (Motivation Force) = E x I x V

= e (E-->P) x e (P-->R) x v (R)

(0-1) (-1--+1) (-1--+1)

2) Skinner's Reinforcement Theory

3) Locke's Goal-Setting Theory

suggests that behavior is driven by goals and aspirations, such that specific and difficult goals lead to higher levels of achievement.

4) Adam's Equity Theory (Perceived fairness)

suggests that individuals compare their job inputs and outcomes with those of others and then respond so as to eliminate any inequities.

Op Oo

Equity:

Ip Io

Op Oo Op Oo

Inequity:

Ip Io Ip Io

Inputs: anything that individuals feel they personally contribute in a given work setting

Outcomes: all the factors that the individual

perceives as having some personal value

A few important points:

o Perception

• Absolute value is not important, the ratio is important
• "Reference group" or "Significant others"

How to reduce the feeling of inequity?

Alter inputs

Alter outcomes

Change perceptions (of self or of others)

Choose a different referent

Change the referent's behavior

III. Applications

· Management By Objectives (MBO)

A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress.

Goal-setting theory

· OB Mod (behavior modification)

A program where managers identify performance-related employee behaviors and then implement an intervention strategy to strengthen desirable performance behaviors and weaken undesirable behaviors.

Reinforcement theory

· Participative Management

A process where subordinates share a significant degree of decision-making power with their immediate superiors.

Quality Circle

A work group of employees who meet regularly to discuss their quality problems, investigate causes, recommend solutions, and take corrective actions.

Motivation-hygiene theory

· Performance-based Compensation

A portion of an employee’s pay is based on some individual and/or organizational measure of performance.

Flexible benefits

Employees tailor their benefit program to meet their personal needs by picking and choosing from a menu of benefit options.

Expectancy theory

· Comparable Worth

A doctrine that holds that jobs equal in value to an organization should be equally compensated, whether or not the work content of those jobs is similar.

Equity theory

· Alternative Work Schedules

Needs theory

· Job (Re)design

A process of linking specific tasks to specific jobs and deciding what techniques, equipment, and procedures should be used to perform those tasks.

Job rotation: exchanging working roles with others in the work team

Job enlargement: increasing the number of tasks a worker performs but keeping all of the tasks at the same level of difficulty and responsibility

Job enrichment: increasing a worker’s responsibility and control over his or her work