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What Is Motivation

Motivation
The intensity, direction, and persistence of effort a person shows in reaching a goal:
Intensity: How hard a person tries Direction: Where effort is channelled Persistence: How long effort is maintained

Theory X and Theory Y


Theory X
Assumes that employees dislike work, will attempt to avoid it, and must be coerced, controlled, or threatened with punishment if they are to perform.

Theory Y
Assumes that employees like work, are creative, seek responsibility, and can exercise self-direction and self-control.

Motivators
Intrinsic Motivators
A persons internal desire to do something, due to such things as interest, challenge, and personal satisfaction.

Extrinsic Motivators
Motivation that comes from outside the person and includes such things as pay, bonuses, and other tangible rewards.

Needs Theories of Motivation


Basic idea
Individuals have needs that, when unsatisfied, will result in motivation
Maslows Hierarchy of Needs Theory. Motivation-Hygiene Theory ERG Theory McClellands Theory of Needs

Maslows Hierarchy of Needs


Physiological
Includes hunger, thirst, shelter, sex, and other bodily needs

Safety
Includes security and protection from physical and emotional harm

Social
Includes affection, belongingness, acceptance, and friendship

Maslows Hierarchy of Needs


Esteem
Includes internal esteem factors such as selfrespect, autonomy, and achievement; and external esteem factors such as status, recognition, and attention

Self-actualization
The drive to become what one is capable of becoming; includes growth, achieving ones potential, and self-fulfillment

Exhibit 4-1

Selfactualization Esteem Social Safety Physiological

Herzbergs Motivation-Hygiene Theory


Hygiene factors the sources of dissatisfaction
Extrinsic factors (context of work)
Company policy and administration Unhappy relationship with employees supervisor Poor interpersonal relations with ones peers Poor working conditions

Herzbergs Motivation-Hygiene Theory


Motivators the sources of satisfaction
Intrinsic factors (content of work)
Achievement Recognition Challenging, varied, or interesting work Responsibility Advancement

Comparison of Satisfiers and Dissatisfiers

Exhibit 4-3 Contrasting Views of Satisfaction and Dissatisfaction


Traditional view
Dissatisfaction Satisfaction

Herzberg's view
Hygiene Factors Dissatisfaction

No Dissatisfaction

Motivators

No Satisfaction

Satisfaction

Criticisms of Motivation-Hygiene Theory


The procedure that Herzberg used is limited by its methodology. The reliability of Herzbergs methodology is questioned. Herzberg did not really produce a theory of motivation. No overall measure of satisfaction was used. The theory is inconsistent with previous research.

Alderfers ERG Theory


Existence
Concerned with providing basic material existence requirements.

Relatedness
Desire for maintaining important interpersonal relationships.

Growth
Intrinsic desire for personal development.

McClellands Theory 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

Need for affiliation


The desire for friendly and close interpersonal relationships

Relationship of Various Needs Theories


Maslow

Alderfer

Herzberg

McClelland

Self-Actualization Growth Esteem Need for Power Affiliation Motivators Need for Achievement

Relatedness Hygiene
Need for Affiliation

Security Existence Physiological

Factors

Summary: Hierarchy of Needs


Maslow: Argues that lower-order needs must be satisfied before one progresses to higher-order needs. Herzberg: Hygiene factors must be met if person is not to be dissatisfied. They will not lead to satisfaction, however. Motivators lead to satisfaction. Alderfer: More than one need can be important at the same time. If a higher-order need is not being met, the desire to satisfy a lower-level need increases. McClelland: People vary in the types of needs they have. Their motivation and how well they perform in a work situation are related to whether they have a need for achievement, affiliation, or power.

Summary: Impact of Theory


Maslow: Enjoys wide recognition among practising managers. Most managers are familiar with it. Herzberg: The popularity of giving workers greater responsibility for planning and controlling their work can be attributed to his findings. Shows that more than one need may operate at the same time. Alderfer: Seen as a more valid version of the need hierarchy. Tells us that achievers will be motivated by jobs that offer personal responsibility, feedback, and moderate risks. McClelland: Tells us that high need achievers do not necessarily make good managers, since high achievers are more interested in how they do personally.

Summary: Support and Criticism of Theory


Maslow: Research does not generally validate the theory. In particular, there is little support for the hierarchical nature of needs. Criticized for how data were collected and interpreted. Herzberg: Not really a theory of motivation: Assumes a link between satisfaction and productivity that was not measured or demonstrated. Alderfer: Ignores situational variables. McClelland: Mixed empirical support, but theory is consistent with our knowledge of individual differences among people. Good empirical support, particularly on needs achievement.

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