What

What is
is Motivation?
Motivation?

Motivation
The processes that account for an individual’s
intensity, direction, and persistence of effort
toward attaining a goal.

Key
KeyElements
Elements
1.
1. Intensity:
Intensity:how
howhard
hardaaperson
persontries
tries
2.
2. Direction:
Direction:toward
towardbeneficial
beneficialgoal
goal
3.
3. Persistence:
Persistence:how
howlong
longaaperson
persontries
tries

.
 Hierarchy
Hierarchy of
of Needs
Needs Theory
Theory (Maslow)
(Maslow)

Hierarchy of Needs Theory

There is a hierarchy of five needs
—physiological, safety, social,
esteem, and self-actualization; as
each need is substantially
satisfied, the next need becomes
dominant.

Self-Actualisation
The drive to become what one is capable of
becoming.
.
 Maslow’s
Maslow’s Hierarchy
Hierarchy of
of Needs
Needs
Lower-Order Needs Higher-Order Needs
Needs that are satisfied Needs that are satisfied
externally; physiological internally; social, esteem,
and safety needs. and self-actualization
Self needs.

Esteem

Social

Safety

Physiological

.
 Assumptions
Assumptions of
of Maslow’s
Maslow’s Hierarchy
Hierarchy

Movement up the Pyramid

•Individuals cannot move to the next higher level until
all needs at the current (lower) level are satisfied.

•Individuals must Maslow

MaslowApplication:
Application:
therefore move up
AAhomeless
homelessperson
person
the hierarchy in
order will
willnot
notbe
bemotivated
motivatedto
to
meditate!
meditate!

.
 Herzberg’s
Herzberg’s Two-Factor
Two-Factor Theory
Theory
Bottom Line: Satisfaction and Dissatisfaction
are not Opposite Ends of the Same Thing!

Hygiene
Factors: Separate constructs Motivators:
– Hygiene Factors---Extrinsic & •Achievement
•Salary
Related to Dissatisfaction
•Work •Responsibility
Conditions – Motivation Factors---Intrinsic •Growth
and Related to Satisfaction
•Company
Policies

.
 Contrasting
ContrastingViews
Viewsof
ofSatisfaction
Satisfactionand
andDissatisfaction
Dissatisfaction

.
 David
David McClelland’s
McClelland’s Theory
Theory of
of Needs
Need for Achievement
The drive to excel, to achieve
in relation to a set of
standards, to strive to
succeed.
Need for Power
The need to make others
behave in a way that they
would not have behaved
otherwise.
.
Needs
Need for Affiliation
The desire for friendly
and close personal
relationships.
Bottom Line:
Individuals have
different levels of
needs in each of these
areas, and those
levels will drive their
behaviour
 Matching
Matching High
High Achievers
Achievers and
and Jobs
Jobs

.
 Cognitive
Cognitive Evaluation
Evaluation Theory
Theory

Providing an extrinsic reward for behaviour that

had been previously only intrinsically rewarding
tends to decrease the overall level of motivation.
The theory may only be relevant to
jobs that are neither extremely
dull nor extremely interesting.
Hint: For this theory,
think about how fun it
is to read in the
summer, but once
reading is assigned to
you for OB, you don’t
want to do it!
.
 Goal-Setting
Goal-Setting Theory
Theory (Edwin
(Edwin Locke)
Locke)
Basic Premise: That specific and difficult
goals, with self-generated feedback, lead to
higher performance.

But, the relationship between goals and

performance will depend on
• goal commitment
–“I want to do it & I can do it”
• task characteristics (simple, well-learned)
• national culture

.
 Self-Efficacy
Self-Efficacy
•An individual’s feeling that s/he can
complete a task (e.g. “I know I can!”)
•Enhances probability that goals will
be achieved

Not to be confused with:

Self Esteem, which is….
Individuals’ degree of liking or disliking
themselves.

.
 Self-Efficacy
Self-Efficacy and
and Goal
Goal Setting
Setting

.
 Equity
Equity Theory
Theory

Equity Theory
Individuals compare their job inputs and outcomes
with those of others and then respond to eliminate
any inequities.
Referent
Referent
Comparisons:
Comparisons:
Self-inside
Self-inside
Self-outside
Self-outside
Other-inside
Other-inside
Other-outside
Other-outside
.
 Equity
Equity Theory
Theory (2)
(2)

Choices
Choicesfor
fordealing
dealingwith
withinequity:
inequity:
1.1. Change
Changeinputs
inputs(slack
(slackoff)
off)
2.2. Change
Changeoutcomes
outcomes(increase
(increaseoutput)
output)
3.3. Distort/change
Distort/changeperceptions
perceptionsof
ofself
self
4.4. Distort/change
Distort/changeperceptions
perceptionsofofothers
others
5.5. Choose
Chooseaadifferent
differentreferent
referentperson
person
6.6. Leave
Leavethe
thefield
field(quit
(quitthe
thejob)
job)

.
 Equity
Equity Theory
Theory (3)
(3)

Propositions
Propositionsrelating
relatingto
toinequitable
inequitablepay:
pay:
1.
1. Overrewarded
Overrewardedhourly
hourlyemployees
employeesproduce
produce
more
morethan
thanequitably
equitablyrewarded
rewardedemployees.
employees.
2.
2. Overrewarded
Overrewardedpiece-work
piece-workemployees
employees
produce
produceless,
less,but
butdodohigher
higherquality
qualitypiece
piece
work.
work.
3.
3. Underrewarded
Underrewardedhourly
hourlyemployees
employeesproduce
produce
lower
lowerquality
qualitywork.
work.
4.
4. Underrewarded
Underrewardedemployees
employeesproduce
producelarger
larger
quantities
quantitiesof
oflower-quality
lower-qualitypiece
piecework
workthan
than
equitably
equitablyrewarded
rewardedemployees.
employees.

.
 Expectancy
Expectancy Theory
Theory

Ethical Values and

Behaviors of Leaders

Bottom line
• All three links between the boxes must be intact or
motivation will not occur. Thus,
• Individuals must feel that if they try, they can perform
and
• If they perform, they will be rewarded
and
• When they are rewarded, the reward will be worthwhile
.
 Putting
Putting ItIt All
All Together
Together