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Motivating

Employees
Defining Motivation

Key Elements
2. Intensity: how hard a person tries
3. Direction: toward beneficial goal
4. Persistence: how long a person tries
Theories of Motivation
1. Early Theories of Motivation
- Hierarchy of Needs Theory
- Theory X and Theory Y
- Two-Factor Theory

2. Contemporary Theories of Motivation


- ERG Theory
- McClelland’s Theory of Needs
- Cognitive Evaluation Theory
- Goal-Setting Theory
- Reinforcement Theory
- Equity Theory
- Expectancy Theory
Hierarchy of Needs Theory
Maslow’s Hierarchy of
Needs
Theory X and Theory Y (Douglas McGregor)
Theory X and Theory Y (Douglas McGregor)
Assumptions of Theory X
1.Employees inherently dislike work and, whenever possible, will attempt to
avoid it;
2.Since employees dislike work, they must be coerced, controlled, or
threatened with punishment to achieve goals;
3.Employees will avoid responsibilities and seek formal direction whenever
possible;
4.Most workers place security above all other factors associated with work
and will display little ambition.
Theory X and Theory Y (Douglas McGregor)
Assumptions of Theory Y
1.Employees can view work as being as natural as rest or play;
2.People will exercise self-direction and self-control if they are committed
to the objectives;
3.The average person can learn to accept, even seek, responsibility;
4.The ability to make innovative decisions is widely dispersed throughout
the population and is not necessarily the sole province of those in
management positions.
Two-Factor Theory (Frederick
Herzberg)
Two-Factor Theory (Frederick
Herzberg)
Extrinsic Vs. Intrinsic Factors

* Intrinsic factors are related to job


satisfaction and motivation. These are
motivational factors.
* Extrinsic factors are associated with
job dissatisfaction. These are
maintenance factors.
Factors characterizing
events on the job that led to
extreme job dissatisfaction

Factors characterizing events on


the job that led to extreme job
satisfaction

Comparison of
Satisfiers and
Dissatisfiers
Contrasting Views of
Satisfaction
and Dissatisfaction

Presence Absence
Criticisms of Two-Factor
Theory
• The procedure that Herzberg used is limited by its methodology.
When things are going well, people tend to take credit themselves.
Contrarily, they blame failure on the extrinsic environment.
• The reliability of Herzberg,s methodology is questioned. Raters have
to make interpretations, so they may contaminate the findings by
interpreting one response in one manner while treating a similar
response differently.
• No overall measure of satisfaction was utilized. A person may dislike
part of his or her job yet still think the job is acceptable.
Criticisms of Two-Factor
Theory, Contd.,
4. The theory is inconsistent with previous research. The two-
factor theory ignores situational variables.
5. Herzberg assumed a relationship between satisfaction and
productivity, but the research methodology he used looked
only at satisfaction, not at productivity. To make such
research relevant, one must assume a strong relationship
between satisfaction and productivity.
Regardless of criticisms, Herzberg’s theory has been widely
read and few managers are unfamiliar with his
recommendations.
ERG Theory (Clayton
Alderfer)
Concepts:
More than one need can be
operative at the same time.
If a higher-level need cannot
Core Needs be fulfilled, the desire to
Existence: provision of basic satisfy a lower-level need
material requirements. increases.
Relatedness: desire for
relationships.
Growth: desire for personal
development.
David McClelland’s Theory
of Needs
This theory focuses on three needs: achievement, power, and affiliation
that help explain motivation.
Some people have a compelling drive to succeed. They are for personal
achievement rather than the rewards of success.
The need for power is the desire to have impact, to be influential, and to
control others.
Affiliation needs are desires to be liked and accepted by others.
David McClelland’s Theory of
Needs, Contd.,

nPow

nAch nAff
David McClelland’s Theory of Needs, Contd.,
High Achievers will be Motivated, if
Cognitive Evaluation Theory
Cognitive Evaluation Theory,
Contd.,
For example, extrinsic rewards such as, PAY for work effort that
had been previously intrinsically rewarding due to the pleasure
associated with the content of the work itself would tend to
decrease the overall level of motivation.
This theory argues that when extrinsic rewards are used by
organizations as payoffs for superior performance, the intrinsic
rewards, which are derived from individuals doing what they
like, are reduced.
In other words, when extrinsic rewards are given to someone for
performing an interesting task, it causes intrinsic interest in the
task itself to decline.
Goal-Setting Theory (Edwin
Locke, 1960s)

Lockle proposed that intentions to work toward a goal are a major


source of work motivation. Goals tell an employee what needs to
be done and how much effort will need to be expanded. Specific
goals increase performance; that difficult goals, when accepted,
result in higher performance than do easy goals.
Reinforcement Theory
A counterpoint to Goal-setting theory is Reinforcement Theory. The
former is a cognitive approach, proposing that an individual’s
purposes direct his or her action.
This theory argues, reinforcement conditions behavior. Behavior is a
function of its consequences.
Reinforcement theorists see behavior as being environmentally
caused.
Reinforcement theory ignores the inner state of the individual and
concentrates solely on what happens to a person when he or she
takes some action.
Reinforcement Theory

Concepts:
Behavior is environmentally caused.
Behavior can be modified (reinforced) by providing (controlling)
consequences.
Reinforced behavior tends to be repeated.
Equity Theory

Referent Comparisons:
Self-inside
Self-outside
Other-inside
Other-outside
Equity Theory (cont’d)
• Self-inside: An employee’s experiences in a different position
inside his or her current organization.
• Self-outside: An employee’s experiences in a situation or
position outside his or her current organization.
• Other-inside: Another individual or group of individuals inside
the employee’s organization.
• Other-outside: Another individual or group of individuals
outside the employee’s organization.
Equity Theory (cont’d)

Propositions relating to inequitable pay:


2. Overrewarded employees produce more than equitably
rewarded employees.
3. Overrewarded employees produce less, but do higher quality
piece work.
4. Underrewarded hourly employees produce lower quality work.
5. Underrewarded employees produce larger quantities of lower-
quality piece work than equitably rewarded employees
Equity Theory (cont’d)
Ken Thomas’s Model of

Intrinsic Motivation
Employees are intrinsically motivated
when rewards an employee gets from
work result from:
– Choice– the ability to freely self-select
and perform task activities.
– Competence– the sense of
accomplishment from skillfully
performing chosen tasks or activities.
– Meaningfulness– pursuing a task that
matters in the larger scheme of things.
– Progress– the feeling of significant
advancement in achieving the task’s
purpose.
Flow and Intrinsic Motivation
Theory

6–29
Expectancy Theory
Victor Vroom’s Expectancy Theory argues that an
employee will be motivated to exert a high level of effort
when he or she believes that effort will lead to a good
performance appraisal; that a good appraisal will lead to
organizational rewards such as bonus, a salary increase,
or a promotion; and that the rewards will satisfy the
employee’s personal goals. The theory, therefore, focuses
on three relationships:
2.Effort-performance relationship
3.Performance-reward relationship
4.Rewards-personal goals relationship.
Expectancy Theory
Performance Dimensions
Integrating
Contemporary
Theories of
Motivation

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