achievement theories

8/10/2019 Achievement Theories

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Motivation at Work

Chapter 5Nelson & Quick

Copyright 2005 by South-Western, a di ision o! "ho#son $earning% ll rights reser ed%


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'e!inition o! (oti ation

Motivation - the process of arousing andsustaining goal-directed behavior


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) *roups o!

(oti ational "heoriesInternal

Suggest that variables within the individual give rise tomotivation and behavior Example: Maslows hierarchy of needs theory

ProcessEmphasi e the nature of the interaction between theindividual and the environment

Example: Expectancy theoryExternal

!ocus on environmental elements to explain behavior Example: "wo-factor theory


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+arly hilosophers o!

(oti ational "heoriesMax #eber$wor% contributes to salvation& Protestantwor% ethic

Sigmund !reud$delve into the unconscious mind to betterunderstand a persons motives and needs'dam Smith$(enlightened) self-interest& that which is inthe best interest and benefit to the individual and to other

people!rederic% "aylor$founder of scientific management&emphasi ed cooperation between management and labor toenlarge company profits


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(aslo .s /ierarchy o! Needs

hysiological

Sa!ety & Security

$o e Social1

+stee#

S

* o w

e s t t

o h i g h

e s t o r d

e r
http://www.successories.com/


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(oti ational "heories & 3

hysiological

Sa!ety & Security

$o e Social1

+stee#

S "heory 3 - a set o!assu#ptions o! ho to

#anage indi iduals#oti ated by higherorder needs"heory - a set o!assu#ptions o! ho to#anage indi iduals#oti ated by lo erorder needs


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(c*regor.s ssu#ptions

bout eople 4ased on "heory +aturally indolent*ac% ambition, disli%eresponsibility, and prefer to be ledInherently self-centered andindifferent to organi ational needs

+aturally resistant to changeullible, not bright, ready dupes

'dapted from "able ./0 which is from ("he 1uman Side of Enterprise) by 2ou glas M/ Mc regor, reprinted from Management Revie w , +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/


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(c*regor.s ssu#ptions

bout eople 4ased on "heory 3Experiences in organi ations result in passive andresistant behaviors& they are not inherent

Motivation, development potential, capacity forassuming responsibility, readiness to direct

behavior toward organi ational goals are present in people

Managements tas%$arrange conditions andoperational methods so people can achieve theirown goals by directing efforts to organi ationalgoals'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 Man agement 'ssociation International/ 6eprinted by permission of 'merican Management 'ssociation International, +ew 7or%,

+7/ 'll rights reserved/ http:88www/amanet/org/


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lder!er.s + * "heory

hysiological

Sa!ety & Security

$o e Social1

+stee#

S

+6istence

elatedness

*ro th


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(cClelland.s Need "heory7

Need !or chie e#ent

Need for Achievement - a

manifest 9easily perceivedneed that concernsindividuals issues ofexcellence, competition,

challenging goals, persistence,and overcoming difficulties


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Need !or o er Need for Power - a manifest9easily perceived need thatconcerns an individuals needto ma%e an impact on others,influence others, change peopleor events, and ma%e adifference in life


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Need !or !!iliation

Need for Affiliation - a

manifest 9easily perceivedneed that concerns anindividuals need to establishand maintain warm, close,

intimate relationships withother people
http://www.goalmanager.com/


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Sel!-actuali8ation

) (oti ational Need "heories

Maslow Alderfer McClelland

/igher

9rder Needs

$o er 9rder Needs

+stee#

sel! interpersonal

Sa!ety & Security

interpersonalphysical

Need !or chie e#ent

Need !oro er

elatedness Need !or !!iliation

+6istence

*ro th

4elongingnesssocial & lo e1

hysiological


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/er8berg.s " o-:actor "heory

Hygiene Factor - wor% condition related todissatisfaction caused by discomfort or pain

maintenance factor contributes to employees feeling not dissatisfiedcontributes to absence of complaints

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

;ob enrichmentleads to superior performance < effort


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(oti ation;/ygiene

"heory o! (oti ation

/ygiene !actors a oid

nterpersonal relations= Working conditions= Salary= Status

= Security

S=>65E: 'dapted from !rederic% 1er berg, The Managerial Choice: To be Efficient or to Be Human / 9Salt *a%e 5ity: =lympus, 03?@ / 6eprinted by permission/

= chie e#ent= chie e#ent recognition= Work itsel!

= esponsibility= d ance#ent= *ro th

= Salary?

(oti ation !actorsincrease


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(oti ation-/ygiene Co#binations

/igh ( $o (

/igh / high #oti ation!e co#plaints

lo #oti ation!e co#plaints

$o /high #oti ation

#any co#plaints lo #oti ation

#any co#plaints (oti ation @ (, /ygiene @ /1


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>ndi idualA9rgani8ational

+6change elationship

=rgani ational 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=rgani ation

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/


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da#s.s "heory o! >neBuity

Inequity - the situation in which a person

perceives he or she is receiving less than heor she is giving, or is giving less than he orshe is receiving


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(oti ational "heory

o! Social +6change

Equity 9utco#es @ 9utco#es >nputs >nputs

Negative 9utco#es 9utco#es

Inequity >nputs >nputs

Positive 9utco#es D 9utco#es Inequity >nputs >nputs

Person Comparisonother


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Strategies !or

esolution o! >neBuity'lter the persons outcomes'lter the persons inputs'lter the comparison others outputs'lter the comparison others inputs5hange who is used as a comparison other 6ationali e the ineCuity*eave the organi ational situation


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Ne erspecti eson +Buity "heory

ECuity Sensitive > pre!er an eBuityratio eBual to that o!#y co#parisonother


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Benevolent > a# co#!ortableith an eBuity ratio

less than that o! #yco#parison other


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Entitled

> a# co#!ortableith an eBuity ratio

greater than that o!#y co#parisonother


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+6pectancy "heory o!

(oti ation7 Eey ConstructsValence - value or importance placed on a particular

reward

!"ectancy - belief that effort leads to performance

In#trumentality - belief that performance is relatedto rewards


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+6pectancy (odel o! (oti ation

Performance Reward+!!ortEffort

ercei ed e!!ort;per!or#ance

probability

ercei edalue o! re ard

ercei edper!or#ance;

re ard probabilityIf I work hard,will I get the jobdone?

What rewardswill I get whenthe job is welldone?

What rewardsdo I value?


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) Causes o!

(oti ational roble#sBelief that effort will not result in performanceBelief that performance will not result in rewards"he value a person places on, or the preference a

person has for, certain rewards
http://www.nceo.org/


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(oral (aturity

Moral Maturity - the measure of a persons cognitivemoral development

Morally mature people behave and act

based on universalethical principles/

Morally immature people behave and act based on egocentric

motivations/

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