2. Defining Motivation
The result of the interaction between the individual and
the situation.
The processes that account for an individual’s intensity,
direction, and persistence of effort toward attaining a
goal – specifically, an organizational goal.
Three key elements:
Intensity – how hard a person tries
Direction – effort that is channeled toward, and
consistent with, organizational goals
Persistence – how long a person can maintain effort
3. These early theories may not be valid, but they do form the basis for contemporary theories and
are still used by practicing managers.
• Maslow’s Hierarchy of Needs Theory
• Alderfer’s ERG Theory
• McGregor’s Theory X and Theory Y
• Herzberg’s Two-Factor Theory
• McClelland’s Theory of Needs
Early Theories of Motivation
5. Alderfer’s ERG Theory
EXISTENSE RELATEDNESS
GROWTH
Desire for physiological and
material well-being
Desires for interpersonal
relationship
Desires for continued growth
and development
6. McGregor’s Theory X and Theory Y
Two distinct views of human beings: Theory X (basically negative) and Theory
Y (positive).
Managers used a set of assumptions based on their view
The assumptions molded their behavior toward employees
No empirical evidence to support this theory.
Theory X
• Workers have little
ambition
• Dislike work
• Avoid responsibility
Theory Y
• Workers are self-
directed
• Enjoy work
• Accept responsibility
7. Herzberg’s Two-Factor Theory
5-7
• Quality of
supervision
• Pay
• Company policies
• Physical working
conditions
• Relationships
• Job security
HygieneFactors
Dissatisfied
Not Dissatisfied
• Promotional
opportunities
• Opportunities for
personal growth
• Recognition
• Responsibility
• Achievement
MotivationFactors
Satisfied
Not Satisfied
8. McClelland's Theory of Needs
Need for Achievement
The drive to excel
Need for Power
The need to make others behave in a way they would not have behaved otherwise
Need for Affiliation
The desire for friendly and close interpersonal relationships
9. McClelland's HighAchievers
High achievers prefer jobs with:
Personal responsibility
Feedback
Intermediate degree of risk (50/50)
High achievers are not necessarily good managers
High nPow and low nAff is
related to managerial success
10. Contemporary Theories of Motivation
Self-Determination Theory
Goal-Setting Theory
Management by Objectives (MBO)
Self-Efficacy Theory
Also known as Social Cognitive Theory or Social Learning Theory
Reinforcement Theory
Equity Theory
Expectancy Theory
11. Self-Determination Theory
People prefer to feel they have control over their actions, so anything
that makes a previously enjoyed task feel more like an obligation than
a freely chosen activity will undermine motivation.
Major Implications for Work Rewards
Intrinsic and extrinsic rewards are not independent
Extrinsic rewards may decrease intrinsic rewards
Goal setting is more effective in improving motivation
Verbal rewards increase intrinsic motivation; tangible rewards
reduce it
12. Locke’s Goal-SettingTheory
Basic Premise:
That specific and difficult goals, with self-generated feedback, lead to higher
performance
Difficult Goals:
Focus and direct attention
Energize the person to work harder
Difficulty increases persistence
Force people to be more effective and efficient
Relationship between goals and performance depends on:
Goal commitment (the more public the better!)
Task characteristics (simple, well-learned)
Culture (best match is in North America)
Douglas McGregor added to the motivation work done in the 1950’s and developed the theory called Theory X, Theory Y. He believed that there are two distinct views of human beings that managers hold. The Theory X view is basically negative and believes that workers have little ambition, dislike work, and avoid responsibility. The Theory Y view is in contrast to X and believes that workers tend to be self-directed, enjoy work, and accept responsibility. Managers will modify their behavior toward employees based on what view they hold about them.
The self-determination theory states that people prefer to have control over their actions. So when they are required to do something they previously freely chose, it will diminish their motivation.
This theory sets forth that in the workplace, intrinsic and extrinsic rewards are not independent of one another. In fact, the presence of extrinsic rewards may decrease the intrinsic rewards. In addition to extrinsic rewards, managers need to realize the importance of using goal setting and verbal rewards as a method to increase motivation.
Edwin Locke developed what is called the goal-setting theory. The idea behind this theory is that goals that are specific and effectively difficult can lead to higher performance if they include self-generated feedback. A difficult goal will help the individual to focus and direct attention as well as energize them to work harder. The difficulty of the goal will increase persistence and force people to be more effective and efficient.
The relationship between goals and performance depends on how committed the individual is to the goal as well as how specific the tasks are. Most of the research has been done in the United States so the applicability of this theory to other cultures is suspect.
