motivation concepts ch7

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Motivation Concepts

7-1Copyright 2011 Pearson Education


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Chapter Learning Objectives

After studying this chapter, you should beable to:

Describe the three elements of motivation.

Identify four early theories of motivation andevaluate their applicability today.

Apply the predictions of the self-determinationtheory to intrinsic and extrinsic rewards.

Compare and contrast goal-setting theory andmanagement by objectives.

Contrast reinforcement theory and goal-settingtheory.

Demonstrate how organizational justice is arefinement of equity theory.Copyright 2011 Pearson Education 7-2


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Defining Motivation

The result of the interaction betweenthe individual and the situation.

The processes that account for anindividuals intensity, direction, and

persistence of effort toward attaining a

goal specifically, an organizational goal.

Three key elements:

Intensity how hard a person tries

Direction effort that is channeled toward,Copyright 2011 Pearson Education 7-3


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Early Theories of Motivation

These early theories may not be valid,but they do form the basis for

contemporary theories and are still

used by practicing managers.

Maslows Hierarchy of Needs Theory

McGregors Theory X and Theory Y

Herzbergs Two-Factor Theory

McClellands Theory of NeedsCopyright 2011 Pearson Education 7-4


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Maslows Hierarchy of Needs

There is a hierarchy of five needs. Aseach need is substantially satisfied, the

next need becomes dominant.

Assumptions

Individuals

cannot move tothe next higher

level until allneeds at the

current (lower)Copyright 2011 Pearson Education 7-5

Self-Actualization

Esteem

Social

Safety

Physiological

Lower Order

External

Higher OrderInternal

See E X H I B I T 7-1


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McGregors Theory X and

Theory YTwo distinct views of human beings:

Theory X (basically negative) and TheoryY (positive).

Managers used a set of assumptions basedon their view

The assumptions molded their behavior

toward employees

Theory X

Workers have littleambition

Dislike work

Avoid responsibility

Theory Y

Workers are self-directed

Enjoy work

Accept responsibility

7-6Copyright 2011 Pearson Education


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Herzbergs Two-Factor Theory

HygieneFactors

Motivators

Achievement

Responsibility

Growth

Work

Conditions

Salary

CompanyPolicies

Copyright 2011 Pearson Education 7-7

See E X H I B I T S 7-2 and 7-3

Key Point: Satisfaction and dissatisfaction are not opposites

but separate constructs

Extrinsic andRelated to

Dissatisfaction

Intrinsic andRelated to

Satisfaction


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McClellands Three Needs

TheoryNeed for Achievement (nAch)

The drive to excel, to achieve in relation to aset of standards, to strive to succeed

Need for Power (nPow)

The need to make others behave in a waythat they would not have behaved otherwise

Need for Affiliation (nAff)The desire for friendly and close interpersonal

relationships

People have varying levels of each of theCopyright 2011 Pearson Education 7-9


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Performance Predictions forHigh nAch

People with a high need for achievementare likely to:

Prefer to undertake activities with a 50/50

chance of success, avoiding very low- orhigh-risk situations

Be motivated in jobs that offer high degree of

personal responsibility, feedback, andmoderate risk

Not necessarily make good managers toopersonal a focus. Most good general

managers do NOT have a high nAchCopyright 2011 Pearson Education 7-10


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Self-Determination Theory

Goal-Setting Theory

Management by Objectives (MBO)

Self-Efficacy Theory

Also known as Social Cognitive Theory orSocial Learning Theory

Reinforcement Theory

Equity Theory

Expectancy Theory

Contemporary Theories ofMotivation



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Self-Determination Theory

People prefer to feel they have controlover their actions, so anything that

makes a previously enjoyed task feelmore like an obligation than a freely

chosen activity will underminemotivation.

Major Implications for Work Rewards

Intrinsic and extrinsic rewards are not independentExtrinsic rewards may decrease intrinsic rewards

Goal setting is more effective in improvingmotivation

Verbal rewards increase intrinsic motivation;Copyright 2011 Pearson Education 7-12



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Lockes Goal-Setting Theory

Basic Premise:That specificand difficultgoals, with self-

generated feedback, lead to higher

performanceDifficult Goals:

Focus and direct attention

Energize the person to work harderDifficulty increases persistence

Force people to be more effective andefficient

Relationship between goals andCopyright 2011 Pearson Education 7-13


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MBO is a systematic way to utilizegoal-setting.

Goals must be:Tangible

Verifiable

Measurable

Corporate goals are broken down

into smaller, more specific goals ateach level of organization.

Four common ingredients to MBOprograms:

Goal s ecificit

Implementation: Managementby Objectives




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Banduras Self-Efficacy Theory

An individuals belief that he or she is

capable of performing a task.

Higher efficacy is related to:

Greater confidence

Greater persistence in the face of difficulties

Better response to negative feedback (workharder)

Self-efficacy complements Goal-SettingTheory



Given Hard Goal

Higher Self-Set Goal

Increased Confidence

Higher Performance


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Increasing Self-Efficacy

Enactive masteryMost important source of efficacy

Gaining relevant experience with task or job

Practice makes perfectVicarious modeling

Increasing confidence by watching others performthe task

Most effective when observer sees the model to besimilar to him- or herself

Verbal persuasionMotivation through verbal conviction

Pygmalion and Galatea effects - self-fulfillingCopyright 2011 Pearson Education 7-16


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Similar to Goal-Setting Theory, butfocused on a behavioral approach rather

than a cognitive one

Behavior is environmentally caused

Thought (internal cognitive event) is not

importantFeelings, attitudes, and expectations are ignored

Behavior is controlled by its consequencesreinforcers




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Adams Equity Theory

Employees compare their ratios ofoutcomes-to-inputs of relevant others.

When ratios are equal: state of equity exists

there is no tension as the situation isconsidered fair

When ratios are unequal: tension exists due

to unfairnessUnderrewarded states cause anger

Overrewarded states cause guilt

Tension motivates people to act to bring their

situation into equityCopyright 2011 Pearson Education 7-18



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Can be four different situations:

Self-InsideThe persons experience in a different job in the

same organization

Self-Outside

The persons experience in a different job in a

different organization

Other-Inside

Another individual or group within the organization

Equity Theorys Relevant

Others



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Reactions to Inequity

Employee behaviors to create equity:Change inputs (slack off)

Change outcomes (increase output)

Distort/change perceptions of selfDistort/change perceptions of others

Choose a different referent person

Leave the field (quit the job)

Propositions relating to inequitable pay:Paid by time:

Overrewarded employees produce more

Underrewarded employees produce less with low quality

Paid by quality:Copyright 2011 Pearson Education 7-20


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Justice and Equity Theory

Organizational

Justice

DistributiveJustice

Fairness ofoutcome

ProceduralJustice

Fairness ofoutcome process

InteractionalJustice

Being treatedwith dignity andrespect



Overall perception

of what is fair in the

workplace.


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Vrooms Expectancy Theory

The strength of a tendency to act in acertain way depends on the strength of an

expectation that the act will be followed by

a given outcome and on the attractivenessof the outcome to the individual.



Expectancy ofperformance

success

Instrumentalityof success in

getting reward

Valuation of thereward in

employees eyes


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Integrating ContemporaryMotivation Theories

Based on Expectancy Theory




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Global Implications

Motivation theories are often culture-bound.

Maslows Hierarchy of Needs Theory

Order of needs is not universal

McClellands Three Needs Theory

nAch presupposes a willingness to accept riskand performance concerns not universal traits

Adams Equity TheoryA desire for equity is not universal

Each according to his need socialist/formercommunists

Desire for interesting work seems to be 7-24Copyright 2011 Pearson Education.


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Summary and ManagerialImplications

Need Theories (Maslow, Alderfer,McClelland, Herzberg)

Well known, but not very good predictors of

behavior

Goal-Setting Theory

While limited in scope, good predictor


Powerful predictor in many work areas

Equity Theory

Best known for research in organizational7-25Copyright 2011 Pearson Education


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America.

Copyright 2011 Pearson Education7-26Copyright 2011 Pearson Education

motivation concepts ch7

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