Chapter 6 Motivation

1.outline the basic motivation process 2.describe Maslow’s hierarchy of need theory 3.contrast theory X and theory Y 4.differentiate motivators from hygiene factors 5.list the characteristics that high achievers

prefer in a job 6.contrast reinforcement and goal-setting

theories 7.explain equity theory 8.clarify the key relationships in expectancy

theory

1 what is motivation? Unsatisfied Tension Drives Search

need behavior

Satisfied Reduction

need of tension

Basic Motivation Process

tension

2 Early theories of motivation

2.1 Hierarchy of needs theory

higher-order

self-actualization internally esteem social safety lower-order physiological externally

Maslow’s hierarchy of need theory （马斯洛需求层次论）（马斯洛需求层次论）

Alderfer’s ERG theory Existence (safety + physiological) Relatedness (social) Growth (esteem + self-actualization)

2.2 theory X and theory Y Douglas McGregor Two distinct views of human beings:

basically negative——theory X basically positive——theory Y

2.3 two-factor theory （双因素理论） motivation-hygiene theory Question: What do people want from their job? He asked people to describe, in detail, situ

ation in which they felt exceptionally good or bad about their jobs.

Hygiene factorsHygiene factors affect Motivator factorMotivator factor affect job dissatisfaction job satisfaction Quality of supervision Promotional opportunities Pay Opportunities for personal growth Company policies Recognition Physical working conditions Responsibility Relations with others Achievement Job security

high job dissatisfaction 0 job satisfaction high

Satisfaction Dissatisfaction

Satisfaction No Satisfaction

Dissatisfaction No Dissatisfaction

The factors leading to job satisfaction are separate and distinct from those that lead to job dissatisfaction.

Managers who seek to eliminate factors that can create job dissatisfaction may bring about peace but not necessarily motivation.

Hygiene factors: when they’re adequate, people will not be dissatisfied; neither will they be satisfied.

Motivation factors: satisfied, intrinsically rewarding

Criticisms:

3 contemporary theories of motivation

3.1 McClelland’s theory of needs Three major relevant motives or needs in the

workplace: Need for achievement (nAch) Need for power (nPow) Need for affiliation (nAff)

First, individuals with a high nAch prefer job situation with personal responsibility, feedback, and an intermediate degree or risk.

Second, a high nAch does not necessarily lead to being a good manager, especially in large organizations.

Third, the best managers are high nPow and low nAff.

Last, employees have been successfully trained to stimulate their achievement need.

3.2 Goal-Setting theory （目标设置理论） Intentions (goals) can be a major source of w

ork motivation. Specific goals —— increased performance Difficult goals —— higher performance? The specificity of the goal itself acts as an int

ernal stimulus.

If employee have the opportunity to participate in the setting of their own goals, will they try harder?

A major advantage of advantage of participation may be in increasing acceptance of the goal itself as a desirable one to work toward.

3.3 Reinforcement theory （强化理论） A behavioristic approach —— reinforcement conditions behavior What controls behavior are reinforce ——an

y consequences that ,when immediately following a response, increase the probability that the behavior will be repeated.

People will exert more effort on tasks that are reinforced than on tasks that are not。

3.4 Equity theory （公平理论） Center---- relative reward There is ample evidence for us to conclud

e that employees compare their own job inputs and outcomes with those of others and that inequities can influence the degree of effort that employee exert.

Equity theory says that employee weigh what they put into a job situation (input) against what they get from it (outcome) and then compare their input： out come ratio with the input: outcome ratio of relevant others.

If the ratios are unequal, inequity exist; that is, the employees tend to view themselves as underrewarded or overrewarded.

When inequities occur, employee will attempt to correct them.

Three referent categories: other system self Other—— other individuals System—— pay policies and procedures administration Self—— input : outcome ratios

Five choices:

Four propositions relating to inequitable pay：

3.5 Expectancy theory （期望理论） Victor Vroom Expectancy theory argues that the strengt

h of a tendency to act in a certain way depends on the strength of an expectation that the act will he followed by a given outcome and on the attractiveness of that outcome to the individual.

Three variables: Attractiveness Performance / reward linkage Effort/ performance linkage

1 2 3Individualeffort

Individualperformance

Organizationalrewards

Individualgoals