Ch07 Motivation

8/6/2019 Ch07 Motivation

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Motivation: Need Theories


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Learning Goals

Discuss the role of needs in behavior in

organizations

Describe the major need hierarchy theories

of motivation

Appreciate that the importance of particular

needs varies from person to person


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Introduction

Behavior has a starting point, a direction, and a

stopping point

Focus is on voluntary behavior under thecontrol of the person

Behavior is not random. It has purpose and

direction


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Introduction (Cont.)

Motivation

is the

psychological

process

that

leads to Choice of

behavior

that

results in Some levelof job

performance

The Motivation-Behavior-Job Performance Sequence


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Overview of Where

We are Headed Need theories (Chapter 7)

Murrays Theory of Human Personality

Maslows Hierarchy of Needs Theory

E.R.G. Theory

McClellands Achievement Motivation Theory

Herzbergs Motivator-Hygiene Theory


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Overview of Where

We are Headed (Cont.) Cognitive and behavioral theories

(Chapter 8)

Expectancy Theory

Equity Theory

Goal Setting Theory

Behavior Modification


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Murrays Theory of

Human Personality Assumptions

People can adapt to their changing environment

Human behavior is goal directed

Internal and external factors affect behavior

People learn from interactions with theirenvironment

Preconception of future affect behavior now


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Murrays Theory of

Human Personality (Cont.) Needs

Basic to Murray's theory

Hypothetical concept: helps explain observable

differences in behavior

Invisible link between a stimulus and a

persons reaction to the stimulus


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Murrays Theory of

Human Personality (Cont.) Types of needs

Physical needs

Satisfaction of basic physical processes

Need for food, air, water, sex

Psychological needs

Focus on emotional and mental satisfaction Example: the need for social interaction or to

achieve difficult goals


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Murrays Theory of

Human Personality (Cont.) Some needs in Murray's theory

n Order: organize and systematically arrange

objects; be clean, neat, and tidyn Achievement: attain difficult goals; performas well as possible

n Recognition: receive credit for actions; toseek honors and recognition

The small n in front of the name of each need is

the psychologists abbreviation for the word need.

See text book Table 7.1


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Murrays Theory of

Human Personality (Cont.) Characteristics of needs

Latent internal characteristics activated by a

stimulus A person tries to behave in a way that satisfies

an activated need

Strong need for affiliation:Meet someone you like and start talking to the person


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Murrays Theory of

Human Personality (Cont.) Characteristics of needs (cont.)

Needs may show rhythmic patterns over time

Manager could satisfy a Need for Dominance in

relationships with subordinates

Same manager is subordinate to someone else in the

organization

Engages in behavior directed at the Need for

Deference


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Murrays Theory of

Human Personality (Cont.) Characteristics of needs (Cont.)

Opposite needs and behavior

Need for Dominance in work role, especially a

manager or supervisor

Need for Deference in nonwork (family) role

Work

Need for

Dominance

Nonwork

Need forDeference


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Murrays Theory of

Human Personality (Cont.) Characteristics of needs (Cont.)

Multiple needs and behavior

One need is primary; other need serves the primary Need for Achievement and Need for Affiliation

Example: joining student organizations. Suchactivities are important for finding a good job

Need for Affiliation Need for Achievementserves


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Murrays Theory of

Human Personality (Cont.) Implications

Understand own and others behavior

Needs vary in importance among people

Directs peoples behavior toward or away from

objects

Such knowledge can help managers shape amotivation system

Help us understand behavior we see


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Maslows Hierarchy

of Needs Theory Five groups of basic needs

Healthy adults try to satisfy these needs

So basic that they motivate behavior in

many cultures

Chronic frustration of needs can lead to

psychopathological results


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Maslows Hierarchy

of Needs Theory (Cont.) Physiological needs: basic requirements of

the human body; food, water, sleep, sex

Safety needs: desires of a person to beprotected from physical and economic harm

Belongingness and love needs (social):

desire to give and receive affection; be inthe company of others


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Maslows Hierarchy

of Needs Theory (Cont.) Esteem needs: self-confidence and sense

of self-worth

Esteem from others: valuation of self fromother people

Self-esteem: feeling of self-confidence andself-respect

Self-actualization needs: desire for self-fulfillment

Maslow: . . . the desire to become more and more

what one is, to become everything that one is

capable of becoming.


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Maslows Hierarchy

of Needs Theory (Cont.) Form a need hierarchybased on the

prepotency of needs

Prepotency: need emerges as a motivatorafter satisfying a lower-order (moreprepotent) need

Hierarchy progression: physiological,safety, belongingness, esteem, self-actualization


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Physiological

Safety

Belongingnessand love

Esteem

Self-

actualizationMaslows Hierarchy of Needs

See text book Figure 7.1


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Maslows Hierarchy

of Needs Theory (Cont.) Need hierarchy

Unsatisfied need is a potential motivator of

behavior Satisfied need is no longer a motivator

Focus on more than one need: promotion leadsto more money (esteem and physiological)

Need satisfaction follows the order shown butis flexible

Weak empirical support

Remains a classic interpretation of behavior


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E.R.G. Theory A variation of Maslow's hierarchy of needs

Three groups of needs

Existence needs: physical and materialwants

Relatedness needs: desires forinterpersonal relationships

Growth needs: desires to be creativeand productive; to use ones skills


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E.R.G. Theory (Cont.)

Physiological

Safety

Belongingnessand love

Esteem

Self-

actualizationRelationship of

Maslows hierarchy

to E.R.G. Theory.

Maslow

hierarchy

E.R.G.

Theory

Relatedness needs

Existence needs

Growth needs


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E.R.G. Theory (Cont.) Both similar to and different from Maslow's

need hierarchy

Satisfied and unsatisfied needs operate in

much the same way

Movement upward is the same

Movement downward is new

See text book Figure 7.2


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E.R.G. Theory (Cont.) Satisfaction-progression: move up the

hierarchy as needs are satisfied

Frustration-regression: move down thehierarchy when a need is frustrated

Deficiency cycle: more strongly desireexistence needs when they are unsatisfied

Enrichment cycle: more strongly desiregrowth needs when they are satisfied


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McClellands Achievement

Motivation Theory McClelland and colleagues studied the

behavioral effects of three needs

Need for Achievement

Need for Power

Need for Affiliation

Emphasized the Need for Achievement,although they investigated all three needs


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Motivation Theory (Cont.) Product of an impressive long-running

research program

Controversy over measurement methods

Recent study shows the validity of different

measures


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Motivation Theory (Cont.) Strong need for achievement people

Take responsibility for results of behavior

Willing to take calculated risks Set moderate achievement goals

Prefer to set performance standards forthemselves

Prefer nonroutine tasks to routine assignments

Welcome feedback about how well they aredoing


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Motivation Theory (Cont.) Acquire the Need for Achievement through

socialization to cultural values

Presence of Need for Achievement themes

in folklore, mythology, art

Need for Achievement societies had high

levels of economic development


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Motivation Theory (Cont.) Two ways of expressing the Need for Power

Dominance, physical aggression, exploitation

View situations from a win-lose perspective

Must win and the other party must lose

Did not feel such power behavior resulted in the

type of leadership required by organizations


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Motivation Theory (Cont.) Two ways of expressing the Need for Power

(cont.)

Tries to develop a competence belief in group

members

McClelland felt this type of power behavior

characterized effective leaders in organizations


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Motivation Theory (Cont.) Strong Need for Affiliationpeople

Focuses on "establishing, maintaining, and

restoring positive affective relations withothers"

Want close, warm interpersonal relationships

Seek the approval of others, especially thoseabout whom they care

Like other people, want other people to like

them, and want to be in the company of others


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Motivation Theory (Cont.) Need for achievement and behavior

Money: important to both high and low

achievers, but for different reasons High achiever wants concrete feedback about

performance

Making a profit, or receiving a bonus, is a statement

about success or failure

Symbol of success and feedback about job

performance


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Motivation Theory (Cont.) Need for achievement and behavior (cont.)

High achiever wants a challenging job and

responsibility for work Want to feel successful at doing something over

which they have control


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Motivation Theory (Cont.) Need for achievement and behavior (cont.)

Low achiever views monetary reward as an end

in itself

Get increased performance from low Need for

Achievement person by rewarding with money


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Motivation Theory (Cont.) Managers and executives usually have a

stronger Need for Achievement than people

in other occupations

Evidence points to strong Need for

Achievement as an entrepreneur

characteristic Nature of Need for Achievement behavior

fits well with such role demands


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Motivation Theory (Cont.) Need for Achievement and Need for Power:

some relationships

Strong Need for Achievement person

Task centered

Future oriented

Performs to internal standard of excellence


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some relationships (cont.)

Strong Need for Power person

Draws attention

Risk taking

Present oriented

Assesses situations for change potential


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some relationships (cont.)

Both types of people important for successful

organizations

Strong Need for Achievement managers keep

an organization going Strong Need for Power people bring dramatic

change and innovation

Ch07 Motivation

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