.Sometimes called as process theories .Designed to help us understand the process involved in peoples behavior .

Composed of four keys: Reinforcement theory Expectancy theory Equity theory Goal setting theory

Based on research of B.F. Skinner (1953),views motivation as learning conditioned to associate behavior with a consequence
A behavior followed by a reinforcing stimulus results in an increased probability of that behavior occurring in the future.

In this theory leaders are most effective when they can control or even manipulate the consequences of a followers behavior..

Consequences influence behavior.

It means that people do things because they know other things will follow.

Emphasizes that people dont just respond passively to reinforcement or lack thereof; rather, actively and consciously interacting with their environment

He proposes three variables to account for: Expectancy, Instrumentality and Valence

Expectancy is the belief that increased effort will lead to increased performance Instrumentality is the belief that if you perform well that a valued outcome will be received

Valence is the importance that the individual places upon the expected outcome.

expectancy

Instrumentality

efforts

performance

outcome

valence

Degree of perceived fairness in the work situation is the key to job satisfaction and worker effort
Calls for a fair balance to be struck between an employees inputs (hard work, skill level, tolerance, enthusiasm, etc.) and an employees outputs (salary, benefits, intangibles such as recognition)

Suggest that people dont expend effort rewards or task outcomes, but to accomplish the goal itself
Believe in :Three assumptions (Locke 1968) : .specific goals are effective than general goals .challenging goals leads to higher performance .rewards are effective only in that they encourage people to change their goals

Abraham Maslow's hierarchy of needs theory

- defined

need as a physiological or

psychological deficiency that a person feels the compulsion to satisfy

- This need can create tensions that can influence a

behaviors. person's work attitudes and behaviors.

- Maslow formed a theory based on his

definition of need that proposes that humans are motivated by multiple needs and that these needs exist in a hierarchical order.

His premise is that only an unsatisfied need can influence behavior; a satisfied need is not a motivator.

Maslow's theory is based on the following two principles: 1.Deficit principle: A satisfied need no longer motivates behavior because people act to satisfy deprived needs. 2.Progression principle: The five needs he identified exist in a hierarchy, which means that a need at any level only comes into play after a lower-level need has lowerbeen satisfied.

Maslows Hierarchy of Human Needs

HIGHER LEVEL NEEDS Self-Actualization To satisfy Creative and challenging work

Participation in decision making Esteem needs Responsibility of an important job Promotion to higher status job Praised and recognition from boss

LOWER LEVEL NEEDS Social needs Friendly co-workers Interaction with customers Pleasant supervisors Safe working conditions Job security Base compensation and benefits Rest and Refreshments breaks Physical comfort on the job Reasonable work hours

Safety needs

Physiological needs

Herzberg's two-factor theory twoIn his two-factor theory, Herzberg identifies twotwo sets of factors that impact motivation in the workplace:
1. Hygiene factors

include salary, job security, working conditions organizational policies, and technical quality of supervision.
Although these factors do not motivate employees, they can cause dissatisfaction if they are missing.

Satisfiers or motivators
include such things as responsibility, achievement, growth opportunities, and feelings of recognition, and are the recognition, key to job satisfaction and motivation. Managers need to ensure that hygiene factors are adequate and then build satisfiers into jobs.

Alderfer's ERG theory

ERG theory is built upon Maslow's hierarchy of needs theory.

three categories.

1. Existence needs

are desires for physiological and material wellwell-being. (In terms of Maslow's model, existence needs
include physiological and safety needs)

2. Relatedness needs are desires for

satisfying interpersonal relationships. (social needs)

3. Growth needs are desires for continued psychological growth and development. ( esteem and self-realization) self-

This approach proposes that unsatisfied needs motivate behavior, and that as lower level needs are satisfied, they become less important.

Higher level needs become more important as they are satisfied, and if these needs are not met, a person may move down the hierarchy, called frustrationthe frustration-regression principle.

McClelland's acquired needs theory

Recognizes that everyone prioritizes needs differently. He also believes that individuals are not born with these needs, but that they are actually learned through life experiences.

McClelland identifies three specific needs:

1. Need for achievement is the drive to excel. 2. Need for power is the desire to cause others to behave in a way that they would not have behaved otherwise. 3. Need for affiliation is the desire for friendly, close interpersonal relationships and conflict avoidance.

McClelland associates each need with a distinct set of work preferences, and managers can help tailor the environment to meet these needs:

High achievers
differentiate themselves from others by their desires to do things better. These individuals are strongly motivated by: .job situations with personal .responsibility, feedback .intermediate degree of risk

high achievers often exhibit the following behaviors: 1.Seek personal responsibility for finding solutions to problems 2.Want rapid feedback on their performances so that they can tell easily whether they are improving or not 3.Set moderately challenging goals and perform best when they perceive their probability of success as 50-50 50-

People with the need for affiliation seek companionship, social approval, and satisfying interpersonal relationships. People needing affiliation display the following behaviors: 1. Take a special interest in work that provides companionship and social approval 2.Strive for friendship 3. Prefer cooperative situations rather than competitive ones 4.Desire relationships involving a high degree of mutual understanding 5. May not make the best managers because their desire for social approval and friendship may complicate managerial decision making