motivational concept

8/8/2019 Motivational Concept

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Defining Motivation

Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries

Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries


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Hierarchy of Needs Theory


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Maslows Hierarchy of Needs


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Theory X and Theory Y (Douglas McGregor)


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Comparison of Satisfiers and

Dissatisfiers

Factors characterizing events onthe job that led to extreme jobdissatisfaction

Factors characterizing events on

the job that led to extreme jobsatisfaction


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Contrasting Views of Satisfactionand Dissatisfaction

Presence Absence


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2003 Prentice Hall Inc. All rights reserved. 611

David McClellands Theory of Needs

nAch

nPow

nAff


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Cognitive Evaluation Theory


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SpecificitySpecificityChallengeChallenge

FeedbackFeedback

ParticipationParticipation

CommitmentCommitmentSelf-efficacySelf-efficacy

CharacteristicsCharacteristics

CultureCulture

Goal-Setting Theory(Goal-Setting Theory(EdwinLocke)


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Goal-Setting Theory (contd)


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Reinforcement Theory

Concepts:

Behavior is environmentally caused.

Behavior can be modified (reinforced) by

providing (controlling) consequences.Reinforced behavior tends to be repeated.

Concepts:

Behavior is environmentally caused.

Behavior can be modified (reinforced) by

providing (controlling) consequences.Reinforced behavior tends to be repeated.


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Equity Theory

ReferentComparisons:

Self-inside

Self-outside

Other-inside

Other-outside

ReferentComparisons:

Self-inside

Self-outside

Other-inside

Other-outside


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Equity Theory (contd)


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Choices for dealing with inequity:

1. Change inputs (slack off)

2. Change outcomes (increase output)3. Distort/change perceptions of self

4. Distort/change perceptions of others

5. Choose a different referent person6. Leave the field (quit the job)

Choices for dealing with inequity:

1. Change inputs (slack off)

2. Change outcomes (increase output)3. Distort/change perceptions of self

4. Distort/change perceptions of others

5. Choose a different referent person6. Leave the field (quit the job)


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Propositions relating to inequitable pay:

1. Overrewarded employees produce more thanequitably rewarded employees.

2. Overrewarded employees produce less, but dohigher quality piece work.

3. Underrewarded hourly employees producelower quality work.

4. Underrewarded employees produce larger quantities of lower-quality piece work thanequitably rewarded employees

Propositions relating to inequitable pay:

1. Overrewarded employees produce more thanequitably rewarded employees.

2. Overrewarded employees produce less, but dohigher quality piece work.

3. Underrewarded hourly employees producelower quality work.

4. Underrewarded employees produce larger quantities of lower-quality piece work thanequitably rewarded employees


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Expectancy Theory


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IntegratingContemporaryTheories of

Motivation

motivational concept

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