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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
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)
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)
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