Motivation

From Concepts to
Applications

Defining Motivation
The processes that account for an
individuals intensity, direction, and
persistence of effort toward attaining
a goal specifically, an
organizational goal.

6-2

Three Approaches to Motivation

Individual
Differences
Approach
Treats
motivation as
a
characteristic
of the
individual

Job &
Organization
Approach

Motivation
Managerial
Approach
Focuses on
behaviors of
managers, in
particular,
their use of
goals and

Emphasizes
the design of
jobs and the
general
organizational
environment

Theories of Motivation
Early Theories of
Motivation
Maslows Hierarchy
of Needs
Alderfers ERG
(Existence,
Relatedness, and
Growth)
McGregors Theory X
and Theory Y
Herzbergs TwoFactor Theory

Contemporary Theories of
Motivation
McClellands Theory of
Learned Needs
Equity Theory
Expectancy Theory
Goal-Setting & feedback

6-4

Maslows Hierarchy of
Needs
There is a hierarchy of five needs. As each need is
substantially satisfied, the next need becomes dominant.
Assumptions

Higher Order
Internal

SelfActualization
Esteem
Social

Lower Order
External

Safety
Physiological

6-5

Individuals cannot
move to the next
higher level until all
needs at the current
(lower) level are
satisfied
Must move in
hierarchical order
Satisfactionprogression process

Alderfers ERG Theory

A reworking of Maslow to fit empirical
research.
Three groups of core needs:
Existence (Maslow: physiological and
safety)
Relatedness (Maslow: social and status)
Growth (Maslow: esteem and selfactualization)

Growth

Relatedness

Removed the hierarchical assumption

Frustration-regression process
Can be motivated by all three at once

Popular, but not accurate, theory

2009 Prentice-Hall Inc.
All rights reserved.

6-6

Existence

McClelland's Theory Learned Needs

Need for
Achievement
(nAch)
Want
reasonably
challenging
goals
Set their own
goalsLike to
work alone than
in teams
.Prefer task with
immediate
feedback
Money is a
symbol of
achievement.
Desire
recognition than

Need for
Affiliation
(nAff)
Desire to seek
approval of
others, conform
to others
wishes, avoid
conflict
Like to work
with others than
alone
Effective in jobs
that require
social
interaction
Can be
indecisive and
unfair in

Need for
Power (nPow)
Desire to control
ones
environmentpeople +
resources
Personalized
versus
socialized
power
Leaders need to
have high social
power than
personal power.

Herzbergs Two-Factor
Theory
Satisfaction and dissatisfaction are not opposites but
separate constructs

Extrinsic and
Related to
Dissatisfaction

Hygiene
Factors

Motivators

Company
Policies

Recognition

Salary

Growth

Supervision

Responsibilit
y

Work
Conditions

Achievement

Intrinsic and
Related to
Satisfaction

Expectancy Theory of
Motivation(Victor Vroom)
Outcome 1
+ or -

Effort

Performance

Outcome 2
+ or -

Outcome 3
+ or -

E-to-P Expectancy
Assuring employees have
competencies
Person-job fit
Provide role clarification and
sufficient resources
Provide training, positive
feedback and coaching

P-to-O Instrumentality
Measure
Outcomes &valence
performance
Ensure rewards
accurately
are valued
Give valued rewards
Individualize
for good performance
rewards
Explain how rewards
is linked to
performance

Equity Theory
Individuals compare their job inputs ( effort, experience,
education,
competence) and outputs (salary levels ,pay raises,
recognition) with those
Actions to correct inequity

Example

of others and then respond to eliminate any inequities.

Reduce our inputs

Less organizational citizenship

Increase our outcomes

Ask for pay increase

Reduce others outputs

Ask boss to stop giving other preferred

treatment
Start thinking that others perks arent

Change our perceptions really so valuable

Change comparison
other

Compare self to someone closer to your

situation

Leave the field

Quit job

Organizational Justice Components

Distribution
Principles
Fairness in outcomes

Structural Rules
Fairness in
policies & practices

Social Rules
Being treated with
dignity & respect

Emotions
Distributive
Justice
Perceptions

Attitudes

Procedural
Justice
Perceptions

Anger
Stress

Org Commitment
Job satisfaction

Behaviors

Task Performance
Org Citizenship
Counterproductive
work behavior
5-11

Motivation through Rewards

Goal-Setting Theory
Specific and difficult goals, with selfgenerated feedback, lead to higher
performance

Specific -- measureable change within a time frame

Relevant relevant to job, within employees control and
responsibilities
Challenging raise level of effort
Accepted (commitment) motivated to accomplish the
goal
Participative (sometimes) improves acceptance and
goal quality
Feedback information available about progress toward
goal
2009
Prentice-Hall Inc.
6-12
All rights reserved.

Motivation through Rewards

Pay for performance
the concept that monetary rewards are in
whole, or in part, linked to performance
(individual or team).

Performance-Based Rewards
Profit sharing
Organizational Stock options
Balanced scorecard

rewards

Team Bonuses
rewards Gainsharing

Bonuses
Individual Commissions
rewards Piece rate

Motivation through Non-Financial

Rewards
Employee Recognition Programs
Stimulates Intrinsic Motivation
Fulfill employees desire for recognition
Inexpensive to implement
Encourages repetition of desired behaviors
Examples
Monthly awards
Bragging Board
Notes and messages appreciating
employee efforts
Publicly appreciating employees

Motivation Through Job Design

Job design
Assigning tasks to a job, including the
interdependency of those tasks with other
jobs
Purpose: to create jobs that allow work to
be performed efficiently yet employees are
motivated and engaged

Motivation Through Job Design

Scientific management

(Fredrick

Taylor)

Sought to improve work efficiency by

Emphasizing person-job matching
Creating small, repetitive tasks
Training workers to do these tasks well
Goal setting, work incentives & supportive
work conditions

Job specialization

Dividing work into separate jobs that

include a subset of the tasks required
to complete the product or service
- Intent was to increase efficiency, but
decreased
motivation due to unappealing
jobs.

Job Enlargement
Adding tasks to an existing job
Worker performs more tasks but at the same
level of responsibility
Example: video journalist

Traditional news team

Employee 1
Operates camera
Employee 2
Operates sound

Video journalist
Operates camera
Operates sound
Reports story

Employee 3
Reports story
6-18

Job Rotation
Periodically
shifting workers
among jobs
involving
different tasks.
Increases
workers skills
and task variety
Potentially
reduces job
boredom caused
by repetitive

Job A
Job B

Job D

Job C

6-19

Job Enrichment
Given more responsibility for
scheduling, coordinating, and planning
ones own work
Clustering interdependent tasks into one
job
Give autonomy
Establishing direct responsibility for
specific clients
Provide performance feedback

6-20

Job Characteristic Model

J. Richard Hackman and Greg Oldman

Job Characteristic Model

Skill Variety
The degree to which a job requires a variety of different
activities or skills

Task Identity
The degree to which the job requires completion of a
whole and identifiable piece of work (from beginning to
end)

Task Significance
The degree to which the job has a substantial impact on
the lives or work of other people

Autonomy
The degree to which the job provides substantial
freedom and discretion to the individual in scheduling
the work and in determining the procedures to be used
in carrying it out

Feedback
The degree to an individual obtain direct and clear
information about the effectiveness of his or her

14.1
1

Guidelines for Managers

Design jobs with high motivating
potential
State the behaviors and performance
achievements that are desired and
explain how they will be rewarded
Provide frequent and constructive
feedback
Provide rewards for desired behaviors
and outcomes
Provide rewards that employees value
Provide equitable rewards