Basic Motivation Concepts

OBJECTIVES LEARNING

After studying this chapter, you should be able to:

1. Outline the motivation process/Definition.
2. Describe Maslows need hierarchy. 3. Contrast McGregor Theory X and Theory Y. 4. Erg Theory by Aldefer. 5. McClellands Need Theory. 6. Herzbergs Two-Factor Theory.

Defining Motivation
Motivation The processes that account for an individuals intensity, direction, and persistence of effort toward attaining a goal. Key Elements 1. Intensity: how hard a person tries 2. Direction: toward beneficial goal 3. Persistence: how long a person tries

Motivation
the process of arousing and sustaining goaldirected behavior

Early Motivational Theorists Max Weber

Protestant work ethic

Sigmund Freud persons organizational life founded on compulsion to work and power of love

Early Motivational Theorists Adam Smith people motivated by self-interest for economic gain to provide necessities of life. Frederick Taylor scientific management; emphasized cooperation between management and labor to increase profit.

Hierarchy of Needs Theory (Maslow)

Hierarchy of Needs Theory
There is a hierarchy of five needsphysiological, safety, social, esteem, and selfactualization; as each need is substantially satisfied, the next need becomes dominant.

Self-Actualization
The drive to become what one is capable of becoming.

Maslows Hierarchy of Needs

Lower-Order Needs
Needs that are satisfied externally; physiological and safety needs.

Higher-Order Needs
Needs that are satisfied internally; social, esteem, and self-actualization needs.

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Needs and Theory X and Y

Theory X and Theory Y

A set of assumptions of how to manage individuals who are motivated by lower order needs

A set of assumptions of how to manage individuals who are motivated by higher order needs

McGregors Assumptions About People Based on Theory X

Naturally indolent Lack ambition, dislike responsibility, and prefer to be led Inherently self-centered and indifferent to organizational needs Naturally resistant to change Gullible, not bright, ready dupes

McGregors Assumptions About People Based on Theory X

Naturally indolent Lack ambition, dislike responsibility, and prefer to be led Inherently self-centered and indifferent to organizational needs Naturally resistant to change Gullible, not bright, ready dupes

McGregors Assumptions About People Based on Theory Y

Passive and resistant behaviors not inherent; result of organizational experience People possess
Motivation Development potential Capacity for assuming responsibility Readiness to direct behavior toward organizational goals

Alderfers ERG Theory

Growth Relatedness Existence

ERG Theory (Clayton Alderfer)

ERG Theory There are three groups of core needs: existence, relatedness, and growth.

Core Needs Existence: provision of basic material requirements. Relatedness: desire for relationships. Growth: desire for personal development.

Concepts:
More than one need can be operative at the same time. If a higher-level need cannot be fulfilled, the desire to satisfy a lowerlevel need increases.

McClellands Theory

categories of needs

Achievement Power Affiliation

McClellands Need Theory: Need for Achievement

[Need for Achievement] a manifest (easily perceived) need that concerns individuals issues of excellence, competition, challenging goals, persistence, and overcoming difficulties

McClellands Need Theory: Need for Power

[Need for Power] a manifest (easily perceived) need that concerns an individuals need to make an impact on others, influence others, change people or events, and make a difference in life

McClellands Need Theory: Need for Affiliation

[Need for Affiliation]

a manifest (easily perceived) need that concerns an individuals need to establish and maintain warm, close, intimate relationships with other people

David McClellands Theory of Needs

Need for Achievement
The drive to excel, to achieve in relation to a set of standards, to strive to succeed.

Need for Affiliation

The desire for friendly and close personal relationships.

Need for Power

The need to make others behave in a way that they would not have behaved otherwise.

nPow

nAch

nAff

Matching High Achievers and Jobs

E X H I B I T 64

Herzbergs Two-Factor Theory

Hygiene factor Motivation factor

Both are work conditions, but each addresses a different part of an employees experience

MotivationHygiene Theory of Motivation

Company policy and administration Supervision Interpersonal relations Working conditions Salary Status Security

Motivation factors increase job satisfaction

Achievement Achievement recognition Work itself Responsibility Advancement Growth Salary?

Hygiene factors avoid job dissatisfaction

Critique of Herzberg
A factor may not be exclusively motivation or hygiene (e.g., salary). Does not account for individual differences (age, sex, social status, education). Does not account for intrinsic job factors. Supporting data comes from peculiar critical-incident technique.

Two-Factor Theory (Frederick Herzberg)

Two-Factor (Motivation-Hygiene) Theory Intrinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction.

Hygiene Factors
Factorssuch as company policy and administration, supervision, and salarythat, when adequate in a job, placate workers. When factors are adequate, people will not be dissatisfied.

Exhibit 4-4 Summarizing the Various Needs Theories

Maslow
Self-Actualization

Alderfer
Growth

Herzberg
Motivators

McClelland
Need for Achievement Need for Power

Esteem Affiliation Security Existence Physiological Relatedness

Hygiene Factors

Need for Affiliation

Summary: Support and Criticism of Theory

Maslow: Research does not generally validate the theory. In particular, there is little support for the hierarchical nature of needs. Criticized for how data were collected and interpreted. Herzberg: Not really a theory of motivation: Assumes a link between satisfaction and productivity that was not measured or demonstrated. Alderfer: Ignores situational variables. McClelland: Mixed empirical support, but theory is consistent with our knowledge of individual differences among people. Good empirical support, particularly on needs achievement.