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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
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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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(cClelland.s Need "heory7
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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(cClelland.s Need "heory7
Need !or !!iliation
Need for Affiliation - a
manifest 9easily perceivedneed that concerns anindividuals need to establishand maintain warm, close,
intimate relationships withother people
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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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Ne erspecti eson +Buity "heory
Benevolent > a# co#!ortableith an eBuity ratio
less than that o! #yco#parison other
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Ne erspecti eson +Buity "heory
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
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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/