ch07 motivation
TRANSCRIPT
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Motivation: Need Theories
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Learning Goals
Discuss the role of needs in behavior in
organizations
Describe the major need hierarchy theories
of motivation
Appreciate that the importance of particular
needs varies from person to person
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Introduction
Behavior has a starting point, a direction, and a
stopping point
Focus is on voluntary behavior under thecontrol of the person
Behavior is not random. It has purpose and
direction
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Introduction (Cont.)
Motivation
is the
psychological
process
that
leads to Choice of
behavior
that
results in Some levelof job
performance
The Motivation-Behavior-Job Performance Sequence
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Overview of Where
We are Headed Need theories (Chapter 7)
Murrays Theory of Human Personality
Maslows Hierarchy of Needs Theory
E.R.G. Theory
McClellands Achievement Motivation Theory
Herzbergs Motivator-Hygiene Theory
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Overview of Where
We are Headed (Cont.) Cognitive and behavioral theories
(Chapter 8)
Expectancy Theory
Equity Theory
Goal Setting Theory
Behavior Modification
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Murrays Theory of
Human Personality Assumptions
People can adapt to their changing environment
Human behavior is goal directed
Internal and external factors affect behavior
People learn from interactions with theirenvironment
Preconception of future affect behavior now
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Murrays Theory of
Human Personality (Cont.) Needs
Basic to Murray's theory
Hypothetical concept: helps explain observable
differences in behavior
Invisible link between a stimulus and a
persons reaction to the stimulus
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Murrays Theory of
Human Personality (Cont.) Types of needs
Physical needs
Satisfaction of basic physical processes
Need for food, air, water, sex
Psychological needs
Focus on emotional and mental satisfaction Example: the need for social interaction or to
achieve difficult goals
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Murrays Theory of
Human Personality (Cont.) Some needs in Murray's theory
n Order: organize and systematically arrange
objects; be clean, neat, and tidyn Achievement: attain difficult goals; performas well as possible
n Recognition: receive credit for actions; toseek honors and recognition
The small n in front of the name of each need is
the psychologists abbreviation for the word need.
See text book Table 7.1
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Murrays Theory of
Human Personality (Cont.) Characteristics of needs
Latent internal characteristics activated by a
stimulus A person tries to behave in a way that satisfies
an activated need
Strong need for affiliation:Meet someone you like and start talking to the person
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Murrays Theory of
Human Personality (Cont.) Characteristics of needs (cont.)
Needs may show rhythmic patterns over time
Manager could satisfy a Need for Dominance in
relationships with subordinates
Same manager is subordinate to someone else in the
organization
Engages in behavior directed at the Need for
Deference
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Murrays Theory of
Human Personality (Cont.) Characteristics of needs (Cont.)
Opposite needs and behavior
Need for Dominance in work role, especially a
manager or supervisor
Need for Deference in nonwork (family) role
Work
Need for
Dominance
Nonwork
Need forDeference
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Murrays Theory of
Human Personality (Cont.) Characteristics of needs (Cont.)
Multiple needs and behavior
One need is primary; other need serves the primary Need for Achievement and Need for Affiliation
Example: joining student organizations. Suchactivities are important for finding a good job
Need for Affiliation Need for Achievementserves
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Murrays Theory of
Human Personality (Cont.) Implications
Understand own and others behavior
Needs vary in importance among people
Directs peoples behavior toward or away from
objects
Such knowledge can help managers shape amotivation system
Help us understand behavior we see
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Maslows Hierarchy
of Needs Theory Five groups of basic needs
Healthy adults try to satisfy these needs
So basic that they motivate behavior in
many cultures
Chronic frustration of needs can lead to
psychopathological results
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Maslows Hierarchy
of Needs Theory (Cont.) Physiological needs: basic requirements of
the human body; food, water, sleep, sex
Safety needs: desires of a person to beprotected from physical and economic harm
Belongingness and love needs (social):
desire to give and receive affection; be inthe company of others
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Maslows Hierarchy
of Needs Theory (Cont.) Esteem needs: self-confidence and sense
of self-worth
Esteem from others: valuation of self fromother people
Self-esteem: feeling of self-confidence andself-respect
Self-actualization needs: desire for self-fulfillment
Maslow: . . . the desire to become more and more
what one is, to become everything that one is
capable of becoming.
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Maslows Hierarchy
of Needs Theory (Cont.) Form a need hierarchybased on the
prepotency of needs
Prepotency: need emerges as a motivatorafter satisfying a lower-order (moreprepotent) need
Hierarchy progression: physiological,safety, belongingness, esteem, self-actualization
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Physiological
Safety
Belongingnessand love
Esteem
Self-
actualizationMaslows Hierarchy of Needs
See text book Figure 7.1
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Maslows Hierarchy
of Needs Theory (Cont.) Need hierarchy
Unsatisfied need is a potential motivator of
behavior Satisfied need is no longer a motivator
Focus on more than one need: promotion leadsto more money (esteem and physiological)
Need satisfaction follows the order shown butis flexible
Weak empirical support
Remains a classic interpretation of behavior
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E.R.G. Theory A variation of Maslow's hierarchy of needs
Three groups of needs
Existence needs: physical and materialwants
Relatedness needs: desires forinterpersonal relationships
Growth needs: desires to be creativeand productive; to use ones skills
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E.R.G. Theory (Cont.)
Physiological
Safety
Belongingnessand love
Esteem
Self-
actualizationRelationship of
Maslows hierarchy
to E.R.G. Theory.
Maslow
hierarchy
E.R.G.
Theory
Relatedness needs
Existence needs
Growth needs
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E.R.G. Theory (Cont.) Both similar to and different from Maslow's
need hierarchy
Satisfied and unsatisfied needs operate in
much the same way
Movement upward is the same
Movement downward is new
See text book Figure 7.2
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E.R.G. Theory (Cont.) Satisfaction-progression: move up the
hierarchy as needs are satisfied
Frustration-regression: move down thehierarchy when a need is frustrated
Deficiency cycle: more strongly desireexistence needs when they are unsatisfied
Enrichment cycle: more strongly desiregrowth needs when they are satisfied
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McClellands Achievement
Motivation Theory McClelland and colleagues studied the
behavioral effects of three needs
Need for Achievement
Need for Power
Need for Affiliation
Emphasized the Need for Achievement,although they investigated all three needs
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McClellands Achievement
Motivation Theory (Cont.) Product of an impressive long-running
research program
Controversy over measurement methods
Recent study shows the validity of different
measures
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McClellands Achievement
Motivation Theory (Cont.) Strong need for achievement people
Take responsibility for results of behavior
Willing to take calculated risks Set moderate achievement goals
Prefer to set performance standards forthemselves
Prefer nonroutine tasks to routine assignments
Welcome feedback about how well they aredoing
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McClellands Achievement
Motivation Theory (Cont.) Acquire the Need for Achievement through
socialization to cultural values
Presence of Need for Achievement themes
in folklore, mythology, art
Need for Achievement societies had high
levels of economic development
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McClellands Achievement
Motivation Theory (Cont.) Two ways of expressing the Need for Power
Dominance, physical aggression, exploitation
View situations from a win-lose perspective
Must win and the other party must lose
Did not feel such power behavior resulted in the
type of leadership required by organizations
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McClellands Achievement
Motivation Theory (Cont.) Two ways of expressing the Need for Power
(cont.)
Tries to develop a competence belief in group
members
McClelland felt this type of power behavior
characterized effective leaders in organizations
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McClellands Achievement
Motivation Theory (Cont.) Strong Need for Affiliationpeople
Focuses on "establishing, maintaining, and
restoring positive affective relations withothers"
Want close, warm interpersonal relationships
Seek the approval of others, especially thoseabout whom they care
Like other people, want other people to like
them, and want to be in the company of others
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McClellands Achievement
Motivation Theory (Cont.) Need for achievement and behavior
Money: important to both high and low
achievers, but for different reasons High achiever wants concrete feedback about
performance
Making a profit, or receiving a bonus, is a statement
about success or failure
Symbol of success and feedback about job
performance
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McClellands Achievement
Motivation Theory (Cont.) Need for achievement and behavior (cont.)
High achiever wants a challenging job and
responsibility for work Want to feel successful at doing something over
which they have control
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McClellands Achievement
Motivation Theory (Cont.) Need for achievement and behavior (cont.)
Low achiever views monetary reward as an end
in itself
Get increased performance from low Need for
Achievement person by rewarding with money
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McClellands Achievement
Motivation Theory (Cont.) Managers and executives usually have a
stronger Need for Achievement than people
in other occupations
Evidence points to strong Need for
Achievement as an entrepreneur
characteristic Nature of Need for Achievement behavior
fits well with such role demands
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McClellands Achievement
Motivation Theory (Cont.) Need for Achievement and Need for Power:
some relationships
Strong Need for Achievement person
Task centered
Future oriented
Performs to internal standard of excellence
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McClellands Achievement
Motivation Theory (Cont.) Need for Achievement and Need for Power:
some relationships (cont.)
Strong Need for Power person
Draws attention
Risk taking
Present oriented
Assesses situations for change potential
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McClellands Achievement
Motivation Theory (Cont.) Need for Achievement and Need for Power:
some relationships (cont.)
Both types of people important for successful
organizations
Strong Need for Achievement managers keep
an organization going Strong Need for Power people bring dramatic
change and innovation