Motivation in

Organizations
 Motivation

 Refers to the forces either internal or external to

a person that arouse enthusiasm and persistence
to pursue a certain course of action.
 Rewards are of Two Types

 Intrinsic rewards--satisfactions a person receives

in the process of performing a particular action.
 Extrinsic rewards--given by another person.
A Simple Model of Motivation

NEED-Creates desire to fulfill BEHAVIOR- REWARDS-Satisfy

needs (food, friendship, Results in actions needs; intrinsic or
recognition, achievement). to fulfill needs. extrinsic rewards.

FEEDBACK-Reward informs person whether behavior was appropriate and

should be used again.
 Foundations of Motivation
• content theories stress the analysis of underlying
human need
• process theories concern the thought processes
Contemporary that influence behavior
• reinforcement theories focus on employee
learning of desired work behaviors

Human Resources • introduce the concept of the whole person

• employees are complex and motivated by many
factors

• noneconomic rewards, such as congenial work

Human Relations groups
• workers studied as people and the concept of social
man was born

Traditional •systematic analysis of an employee’s job

•economic rewards for high performance
Content Theories

A group of theories that emphasize

the needs that motivate people.

 Hierarchy of Needs Theory

 ERG Theory
 Two-Factor Theory
 Acquired Needs Theory
Maslow’s Hierarchy of Needs

Fulfillment off the Job Need Hierarchy Fulfillment on the Job

Education, religion,hobbies Self-Actualization Opportunities for training,

personal growth Needs advancement, growth, and creativity
Approval of family, friends, Recognition, high status,
Esteem Needs
community increased responsibilities
Family, friends, community Work groups, clients,coworkers,
Belongingness Needs
groups supervisors
Freedom from war, pollution,
Safety Needs Safe work,fringe benefits, job security
violence

Food, water, shelter Physiological Needs Heat, air, base salary

 Maslow’s Hierarchy of
Needs Theory

Self-Actualization
Needs
represent the need for
self-fulfillment
Esteem Needs
desire for a positive self-
image
and to receive attention
Belongingness Needs
desire to be accepted by one’s peers

Safety Needs
safe and secure physical and emotional environment

Physiological Needs
most basic human physical needs
 ERG Theory

Growth Needs
human potential,
personal growth, and increased
competence

Relatedness Needs
the need for satisfactory relationships
with others

Existence Needs
the needs for physical well-being
Herzberg’s Two-Factor Theory
Highly Area of Satisfaction
Satisfied
Motivators
Achievement
Recognition Motivators
Responsibility
Work itself influence level
Personal growth of satisfaction.

Neither
Satisfied nor
Dissatisfied Area of Dissatisfaction
Hygiene
Factors
Working conditions Hygiene factors
Pay and security influence level
Company policies
of dissatisfaction.
Supervisors
Interpersonal
Highly relationships
Dissatisfied
Acquired Needs Theory
Final Content Theory

Need for
Power
desire to influence
or control others

Need for Affiliation

desire to form close personal
relationships, avoid conflict, and
establish warm friendships

Need for Achievement

desire to accomplish something difficult, master
complex tasks, and surpass others
 Process Theories

A group of theories that explain how employees select behaviors with which to meet
their needs and determine whether their choices were successful.
Equity Theory
 Focuses on individuals’ perceptions of how fairly they are treated compared
with others.
 Motivated to seek social equity in the rewards they expect for performance.
Expectancy Theory
 Motivation depends on individuals’ expectations about their ability to perform
tasks and receive desired rewards.
 Concerned not with identifying types of needs but with the thinking process that
individuals use to achieve rewards.
 Based on the effort, performance, and desirability of outcomes.
Reducing Perceived Inequities

• Change inputs.
• Change outcomes.
• Distort perceptions.
• Leave the job.
Reinforcement Perspective on Motivation
Positive reinforcement in the
administration of a pleasant and
rewarding consequence.

Avoidance learning is the removal of

an unpleasant consequence following
a desired behavior.

Reinforcement Tools
Punishment is the imposition of
unpleasant outcomes on an employee.

Extinction is the withdrawal of a positive

reward; behavior is no longer reinforced and
hence is less likely to occur in the future.
Expectancy Theory
 Changing Behavior with
Reinforcement

SOURCE: Based on Richard L. Daft and Richard M.

Steers, Organizations: A Micro/Macro Approach
(Glenview, Ill.: Scott, Foresman, 1986), 109.
Schedules of Reinforcement
 Types of Job Design (3)

Job Simplification Job Rotation Job Enlargement

Worker A Worker B Worker C Worker C Worker A Worker B Worker A

Task Task Task Task Task Task Task Task Task

1 2 3 1 2 3 1 2 3
 Empowering
Employees Elements

 Employees receive information about company

performance.
 Employees have knowledge and skills to contribute to
company goals.
 Employees have the power to make substantive decisions.
 Employees are rewarded based on company performance.
Continuum of Power

SOURCES: Based on Robert C.

Ford and Myron D. Fattler,
“Emplowerment: A Matter of
Degree,” Academy of
Management Executive 9, no. 3
(1995), 21-31; Lawrence Holpp,
Applied Empowerment,”
Training (February 1994), 39-
44; and David P. McCaffrey,
Sue R. Faerman, and David W.
Hart, “The Appeal and
Difficulties of Participative
Systems,” Organization Science
6, no. 6 (November-December
1995), 603-627.