theories of motivation categories of theories: content theories of motivation seek to understand...
TRANSCRIPT
Theories of MotivationCategories of Theories:
Content theories of motivation seek to understand what underlies and drives motivation
Process theories of motivation seek to understand what steps can be taken to improve and maintain motivation
Types of Motivation:Intrinsic motivation- comes from the personal
satisfaction of the work itself Extrinsic motivation – comes from the rewards that
are linked to job performance, such as a paychecks
Content TheoriesMaslows Hierarchy of NeedsAlderfer’s ERG TheoryMcCleland’s Need theoryHerzberg’s Two factor theory
Maslow’s Hierarchy of Needs
Physiological Needs
Safety Needs
Social Needs
Esteem Needs
Self Actualization
If a lower order need is not met, the higher order need cannot be met..
Alderfer’s ERGGrowth: desires for continued psychological growth and development
Relationships: desires for satisfying interpersonal relationships
Existence: desires for physiological and material well-being
No rigid hierarchy of needs.
Realistic
McClelland’s TheoryNeed for Achievement- drive to
accomplish thingsNeed for Affiliation- desire to be
liked by othersNeed for Power- desire to control
other people
Process Views Of MotivationProcess theories of motivation seek to
understand what steps can be taken to improve and maintain motivation
Goal Setting Theory Equity Theory Reinforcement Theory Expectancy Theory
Goal-Setting TheoryEffective Goals are:
Accepted by employeesChallenging and realisticSpecific, quantifiable, and measurable
SMART
Management By objectives
3. Formally Evaluate Extent to Which Objectives Were Met or Exceeded
2. Develop Action Plan to Accomplish Objectives
1. Establish Mutually Agreed Objectives between Employee and Supervisor
4. Monitor Progress toward Achievement of Objectives (Ongoing)
Fairness is achieved when the ratios are equivalent.
Equity TheoryInequity occurs when the ratio is not equivalent
and creates cognitive dissonance
To restore equity, people may use one of the following: Reduce inputs by cutting back on the effort, and if the
imbalance becomes too great, to leave the firm Influence the outcome, such as persuade the boss for a
raise Decrease others’ outcomes, such as spread rumors about
others Increase effort level if they think they are getting more
than they deserve Leave the organization
Expectancy: Link between effort and performance on a task
Instrumentality: Link between task performance and rewards
Motivation (M), expectancy (E), instrumentality (I), and valence (V) are related to one another in a multiplicative fashion:
M = E x I x VIf either E, I, or V is low, motivation will be low
Reinforcement Theory
Negative Reinforceme
nt
Extinction
PunishmentPositive Reinforceme
nt
Apply
WithdrawConti
ngency
Positive Negative
Nature of Outcome
Based on the
law of effect.
Link desirable outcomes to behaviors managers want to encourage
Reduce undesirable outcomes.
Motivation by Design
Job EnlargementJob RotationJob EnrichmentJob Characteristics Model
Job Characteristics Model