©Prentice Hall, 2001 Chapter 6 1

Basic Motivation Concepts

©Prentice Hall, 2001 Chapter 6 2

What Is Motivation?

Direction

PersistenceIntensity

©Prentice Hall, 2001 Chapter 6 3

Maslow’sMaslow’sHierarchyHierarchyof Needsof Needs SelfSelf

EsteemEsteem

SocialSocial

SafetySafety

PhysiologicalPhysiological

©Prentice Hall, 2001 Chapter 6 4

Theory XTheory XWorkersWorkers

Dislike WorkDislike Work

Avoid ResponsibilityAvoid Responsibility

Little AmbitionLittle Ambition

Theory YTheory YWorkersWorkers

Enjoy WorkEnjoy Work

Accept ResponsibilityAccept Responsibility

Self-DirectedSelf-Directed

©Prentice Hall, 2001 Chapter 6 5

Herzberg’s Two-Factor TheoryHerzberg’s Two-Factor Theory

Hygiene FactorsHygiene Factors Motivational FactorsMotivational Factors

• Quality of supervision• Rate of pay• Company policies• Working conditions• Relations with others• Job security

• Quality of supervision• Rate of pay• Company policies• Working conditions• Relations with others• Job security

• Career Advancement

• Personal growth

• Recognition

• Responsibility

• Achievement

• Career Advancement

• Personal growth

• Recognition

• Responsibility

• Achievement

High HighJob Dissatisfaction Job Satisfaction0

©Prentice Hall, 2001 Chapter 6 6

Alderfer’s ERG TheoryAlderfer’s ERG TheoryAlderfer’s ERG TheoryAlderfer’s ERG Theory

ExistenceExistenceExistenceExistence GrowthGrowth

RelatednessRelatednessRelatednessRelatedness

©Prentice Hall, 2001 Chapter 6 7

The TheoryThe Theoryof Needsof Needs

DavidDavidMcClellandMcClelland

The TheoryThe Theoryof Needsof Needs

DavidDavidMcClellandMcClelland

Need forNeed forAchievementAchievement

(nAch)(nAch)

Need forNeed forAchievementAchievement

(nAch)(nAch)

Need forNeed forPowerPower(nPow)(nPow)

Need forNeed forPowerPower(nPow)(nPow)

Need forNeed forAffiliationAffiliation

(nAff)(nAff)

Need forNeed forAffiliationAffiliation

(nAff)(nAff)

©Prentice Hall, 2001 Chapter 6 8

Cognitive EvaluationCognitive Evaluation

IntrinsicMotivatorsIntrinsic

MotivatorsExtrinsic

MotivatorsExtrinsic

Motivators

©Prentice Hall, 2001 Chapter 6 9

• SpecificitySpecificity

• ChallengeChallenge

• FeedbackFeedback

• ParticipationParticipation

• CommitmentCommitment

• Self-efficacySelf-efficacy

• CharacteristicsCharacteristics

• CultureCulture

Goal-Setting TheoryGoal-Setting Theory

©Prentice Hall, 2001 Chapter 6 10

Reinforcement TheoryReinforcement Theory

ConsequencesConsequences

RewardsRewards

No RewardsNo Rewards

PunishmentPunishment

BehaviorBehavior

©Prentice Hall, 2001 Chapter 6 11

Ratio Comparison*

Employee’sPerception

Outcomes A

Inputs A

Outcomes A

Inputs A

Outcomes A

Inputs A

Outcomes B

Inputs B

Outcomes B

Inputs B

Outcomes B

Inputs B

<

=

>

Inequity (Under-Rewarded)

Equity

Inequity (Over-Rewarded)

*Where A is the employee, and B is a relevant other or referent.

Equity TheoryEquity Theory

©Prentice Hall, 2001 Chapter 6 12

Research into EquityResearch into Equity

Amount andAmount andAllocationAllocation

of Rewardsof Rewards

PerceivedPerceivedFairness of theFairness of the

Distribution ProcessDistribution Process

DistributiveDistributiveJusticeJustice

ProceduralProceduralJusticeJustice

©Prentice Hall, 2001 Chapter 6 13

Expectancy Theory

3. Rewards-personal goals relationship

1. Effort-performance relationship

2. Performance-rewards relationship

IndividualIndividualEffortEffort

IndividualIndividualPerformancePerformance

PersonalPersonalGoalsGoals

OrganizationalOrganizationalRewardsRewards

1 2

3

©Prentice Hall, 2001 Chapter 6 14

Performance DimensionsPerformance Dimensions

OpportunityOpportunityMotivationMotivation

AbilityAbility

PerformancePerformance

©Prentice Hall, 2001 Chapter 6 15

An Integrative Model of MotivationAn Integrative Model of Motivation

PersonalGoals

PersonalGoals

IndividualPerformance

IndividualPerformance

IndividualEffort

IndividualEffort

Goals DirectBehavior

Goals DirectBehavior

HighnAchHighnAch

AbilityAbility

OpportunityOpportunity PerformanceAppraisal Criteria

PerformanceAppraisal Criteria

PerformanceAppraisalSystem

PerformanceAppraisalSystem

ReinforcementReinforcement DominantNeeds

DominantNeeds

EquityComparison

O O IA IB

EquityComparison

O O IA IB

OrganizationRewards

OrganizationRewards