A Comparison of Motivation Theories

5. Self-actualization and fulfillment needs

4. Esteem and status needs

3. Belonging and social needs

2. Safety and security needs

1. Physiological needs

Work itselfAchievementPossibility of growthResponsibilityAdvancementRecognition

Status

Relations with supervisorsPeer relationsRelations with subordinatesQuality of supervision

Company policy and administration

Job Security

Working conditions Pay

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Growth needs

Relatedness needs

Existence needs

Model of Maslow’s hierarchy of needs

Herzberg’s two-factor model

Alderfer’s E-R-G model

Motivation Theories

• Goal Setting Theory– Specific and difficult goals lead to higher

performance

• Reinforcement Theory– Behavior is a function of its consequences

• Expectancy Theory– The strength of a tendency to act in a certain way

depend on the strength of as expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual

Motivation Theories . . .

• Equity Theory

– Individuals compare their job inputs and outcomes with those of others and then respond so as to eliminate any inequities.

• Distributive justice – perceived fairness of the amount and allocation of rewards among individuals

• Procedural justice – the perceived fairness of the process used to determine the distribution of reward.

Personality – Job Fit Theory (John Holland)

• Identifies 6 personality types and proposes that the fit between personality types and occupational environment determines satisfaction and turnover.

Type Personality Characteristics Congruent Occupations

Realistic Shy, genuine, persistent, stable, conforming, practical

Mechanical, drill press operator

Investigative Analytical, original, curious, independent

Biologist, economist

Social Sociable, friendly, cooperative, understanding

Social worker, teacher

Conventional Conforming, efficient, practical, unimaginative, inflexible

Accountant, corporate manager

Enterprising Self-confident, ambitious, energetic, domineering

Lawyer, real estate agent

Artistic Imaginative, disorderly, idealistic, emotional, impractical

Painter, musician

The Changing Management Mindset People as an expense People as an asset

Managing others Leading Others

Control Commitment

Competing Collaborating

Relying on rules Focusing on outcomes

Using hierarchy Using network

Consistency/sameness Diversity/Flexibility

Secrecy Sharing Information

Passivity Risk-taking

Isolation Involvement

Management Skills

Technical Skills - The ability to apply specialized knowledge or expertise.

Human Skills - The ability to work with, understand, and motivate other people, both individually and in groups.

Conceptual Skills - The mental ability to analyze and diagnose complex situations.

“Many people are technically proficient but interpersonally incompetent.”

Managerial skills consist of technical,

conceptual and human relations skills.

The need for these skills varies at different levels of management.

Need f

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Technical Skills

Human Relations Skills

Conceptual Skills

Supervisors Middle Managers ExecutivesMANAGEMENT LEVELS