Motivation in

Organizations

Chapter 7
Performance Dimensions

2
Need Theories: A
Comparison

3
 Goal-Setting Theory
 A goal serves as a motivator because it
causes people to compare their present
capacity to perform with that required to
succeed at the goal.
 Related Concepts:
 Goal Setting:
Setting Determining specific levels of
performance for workers to attain. Moderate
difficulty.
 Self-Efficacy:
Self-Efficacy One’s belief about having the
capacity to perform a task.
 Feedback:
Feedback Letting workers know how well they
are doing.
4
Equity Theory

5
Reactions to Inequity

6
 Job Design – Intrinsic
motivation
 Skill Variety:
Variety The extent to which a job requires a
number of different activities using several of the
employee’s skills and talents.
 Task Identity:
Identity The extent to which a job requires
completing a whole piece of work from beginning to
end.
 Task Significance:
Significance The degree of impact the job is
believed to have on others.
 Autonomy:
Autonomy The extent to which employees have the
freedom and discretion to plan, schedule, and carry
out their jobs as desired.
 Feedback:
Feedback The extent to which the job allows people
to have information about the effectiveness of their
performance.
7
Over Justification Effect
 When someone
receives external
rewards for something
he or she originally
enjoys doing, his or her
intrinsic motivation will
decrease.

 When the intrinsic

motivation is replaced
and the extrinsic
incentive is
discontinued later, the
behavior tends to
disappear. 8