Learning Outcomes: Motivation

 Describe the five levels of Maslow needs hierarchy

 Outline the three areas of Alderfer’s ERG model
 Differentiate between Hertzberg’s hygiene factors
and motivators
 Contrast McGregor’s Theory X and Theory Y
 Describe the impact of the three needs of the
McClelland Theory
 Explain the goal-setting theory for motivation

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 Learning Outcomes for - Motivation
 Illustrate the Equity Theory for motivation
 Illustrate the reinforcement theory in practice
 Explain the relationship between the three
contingencies of Vroom’s expectancy theory
 Gain a greater understanding of one’s own
motivational needs through self assessment

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 Motivation
 Motivation is the willingness of a
person to exert high levels of effort to
satisfy some individual need or want.
 The effort is a measure of intensity.
 Need – Some internal state that makes
certain outcomes appear attractive.

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 Maslow’s Hierarchy of Needs
s
eed
r N
r de
erO
i gh Self-actualization
H
Ego or Esteem Needs
eed
s Social/Belonging Needs
erN
rd
erO Safety/Security Needs
w
Lo
Physical Needs

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 Alderfer’s ERG Theory of Motivation

All needs are

Existence
operative at
one time

Relatedness Growth

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Herzberg’s Motivation-Hygiene Theory

 Two independent scales:

 Satisfaction and No Satisfaction
 These are the motivators
 Dissatisfaction and No Dissatisfaction
 Hygiene or maintenance factors

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 Comparison of Hygiene and Motivators
 Hygiene Factors  Motivators
 Company policies  Recognition
 Supervision  Achievement
 Work conditions  Work itself
 Salary  Responsibility
 Relationship with peers  Opportunity for
 Status advancement
 Security  Growth

These factors contribute to These factors contribute to

job dissatisfaction. job satisfaction.

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 McGregor’s Theory X & Y
 Theory X
 Managers are pessimistic
about workers’
capabilities.
 Managers believe people
dislike work, seek to
avoid responsibility, and
are not ambitious.
 Employees must be
closely supervised.
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 Theory Y
 Managers are more
optimistic about workers’
capabilities.
 Managers believe people
enjoy work, willingly
accept responsibility,
exercise self-control,
have the capacity to
innovate, and work is as
natural as play.
8
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 McClelland’s Needs Theory
 The need for Achievement:
 is the drive to accomplish challenging goals.
 The need for Power:
 is the desire to control others; to influence others’
behavior according to one’s wishes.
 The need for Affiliation:
 is the desire for close relationships with others.

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 Goal Setting Theory
 A goal is what a person tries to attain,
accomplish, or achieve.
 Goals tell an employee what needs to be done and how
much effort will need to be expended.
 A specific hard goal that is understood and accepted by
the individual acts as an internal stimulus.
 Specific hard goals produce a higher level of output than
does the generalized goal of “do your best.”
 The specificity of the goal itself acts as an internal
stimulus.
 Feedback is critical and acts to guide behavior.

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 Equity Theory of Motivation
 Individuals compare their job inputs and
outcomes with those of others and then
respond so as to eliminate any inequities.
 Equity theory recognizes that individuals are
concerned not only with the absolute amount
of reward for their efforts, but also with the
relationship of this amount to what others
receive.

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 Equity Theory of Motivation

Performance Social Reward

Education Benefits
Organizational Level Recognition
Tenure/Seniority Actual Pay
Gender Perks

INPUTS OUTPUTS

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 Equity Theory of Motivation
 If an imbalance is perceived, what could be
done?
 Change the inputs.
 Change the outcomes.
 Look at another measurement.
 Change one’s self-perception.
 Choose a different reference point.
 Choose to leave.

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 Reinforcement Theory
 A counterpoint to the goal-setting theory:
 In the reinforcement theory, a behaviorist
approach argues that reinforcement conditions
behavior.
 Reinforcement theorists see behavior as being
behaviorally caused.
 Reinforcement theory ignores the inner state of
the individual and concentrates solely on what
happens to a person when he or she takes some
action.

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 Positive Reinforcement
 Positive reinforcement means
providing a positive response when
a person demonstrates the desired
behavior.
 “People tend to that which they get
rewarded for doing.”
Pat Carrigan, GM Bay City, MI

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 Negative Reinforcement
 Negative reinforcement means
rewarding by taking away
uncomfortable consequences.

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 Punishment and Extinction
 Punishment is the application of an
undesirable consequence for an
undesired behavior.
 Extinction is the reduction in
frequency of undesired behavior by
removing the reward for such
behavior

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 Expectancy Theory
 The strength of a tendency to act in a certain
way depends on the strength of an
expectation that the act will be followed by a
given outcome and on the attractiveness of
that outcome to the individual. The theory
focuses on three relationships:
 effort-performance relationship.
 performance-reward relationship.
 reward-personal goals relationship.

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 Expectancy Theory
 Effort-performance relationship:
 the probability perceived by the individual that exerting a
given amount of effort will lead to performance.
 Performance-reward relationship:
 the degree to which the individual believes that
performing at a particular level will lead to the attainment
of a desired outcome.
 Reward-personal goals relationship:
 the degree to which organizational rewards satisfy an
individual’s personal goals or needs and the attractiveness
of those potential rewards for the individual.

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 Summary
 Motivation is what makes people go and it is
a reaction of some internal stimuli.
 Motivation towards better performance
depends on the satisfaction of needs.
 Needs are felt and their intensity varies from
one person to another, from time to time,
and so does the extent to which they are
motivating.

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 Summary
 Behavior is learned, earned reward
encourages even better performance; thus,
reinforcing desired behavior.
 It is what one does not have that one wants.
One works to achieve that which one needs.
Therefore, if we know what people need and
want; then we know what they will work for,
like working for, and work so well to achieve.

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 Looking to the Future
 Read Chapter 6 –
Stress
 Complete the self-
assessment

 Have a great day!!!

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