06 ob chapter 3
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Motivation at Work
Week 4 – 19/03/2008
Motivation
The force which drives behaviour (pp.48)
• DIRECTION - i.e. what a person is trying to do
• EFFORT - how hard a person is trying
• PERSISTENCE - i.e. how long a person continues trying
Theories of motivation
Content theories (pp.49)• Two-factor theory ( Hersberg): intrinsic and extrinsic •Types of needs: classification of needs: deficiency versus growth• Hierarchy of needs (e.g. Maslow): ordering of need by relative priority
Process theories• Expectancy theory (Vroom; Porter & Lawler): : a rational estimate of the likely result of their behaviour• Goal theory ( Locke) • Equity theory ( Adams)
Content Theories 1.Hierarchy of Needs Theory Abraham Maslow (pp.56)
There is a hierarchy of 5 needs---physiological, safety,social,esteem,& self-actualization---and as each need is sequentially satisfied,the next need becomes dominant
review:1.intuitively logical,ease of understanding, receiving wide recognition, particularly among practicing managers. 2.little empirical support
1. Biological and Physiological needs - air, food, drink, warmth, sleep, etc.
2. Safety needs - protection from elements, security, order, law, limits, stability, etc.
3. Belongingness and Love needs - work group, family, affection, relationships, etc.
4. Esteem needs - self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility, etc.
5. Self-Actualization needs - realizing personal potential, self-fulfillment, seeking personal growth and peak experiences.
Maslow's Hierarchy of Needs
Content Theories2. ERG theory (Alderfer, pp.58)
There are three groups of core needs: existence,relatedness and growth
Difference:(1) more than one need may be operative at the same time,(2) if the gratification of a higher level needs is stifled, the desire to satisfy a lower level need increases
Maslow: a rigid step like progression. ERG:contains a frustration-regression dimension
Several studies have supported the ERG theory:natives of Spain & Japan place social needs before their physiological requirements
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Content Theory3.McClelland’s Acquired Needs Theory
Acquired needs theory.Developed by David McClelland.Three needs — achievement, affiliation, and
power — are acquired over time, as a result of experiences.
Managers should learn to identify these needs and then create work environments that are responsive to them.
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Content Theory3.McClelland’s Acquired Needs Theory
Need for achievement.The desire to do something better or more
efficiently, to solve problems, or to master complex tasks.
High need for achievement people:Prefer individual responsibilities.Prefer challenging goals.Prefer performance feedback.
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Content Theory3.McClelland’s Acquired Needs Theory
Need for affiliation.The desire to establish and maintain friendly and
warm relations with others.
High need for affiliation people:
Are drawn to interpersonal relationships.
Seek opportunities for communication.
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Content Theory3.McClelland’s Acquired Needs Theory
Need for power.The desire to control others, to influence their
behavior, or to be responsible for others.High need for for power people:
Seek influence over others.Like attention.Like recognition.
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Content Theory3.McClelland’s Acquired Needs Theory
Research evidence on acquired needs theory.Identification of the need profiles that are
required for success in different types of jobs.People can be trained to develop the need for
achievement, particularly in developing nations.
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Content Theories4. Motivation-Hygiene Theory
Developed by Frederick Herzberg.Also known as Two Factor theory.
Portrays two different factors — hygiene factors and motivator factors — as the primary causes o
f job dissatisfaction and job satisfaction.
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Content Theories4. Motivation-Hygiene Theory
Hygiene factors. (Mostly Extrinsic)
Sources of job dissatisfaction.
Associated with the job context or work setting.
Improving hygiene factors prevent people from
being dissatisfied but do not contribute to
satisfaction.
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Content Theories4. Motivation-Hygiene Theory
Motivator factors. (Mostly Intrinsic)Sources of job satisfaction.Associated with the job content.Building motivator factors into the job enables
people to be satisfied.Absence of motivator factors in the job results in
low satisfaction, low motivation, and low performance.
Content Theories4. Motivation-Hygiene Theory
Not specific about what behaviours and rewards satisfy which needs.
Neglect the impact of the social context on people’s interpretation of their needs.
People do not necessarily strive to move up the hierarchy - at least, not through their work.
How to define needs?
Problems with Content Theories
Process Theories
1. Vroom’s Expectancy Theory (1964) pp.51
Motivation ( M)=Expectation (E) x Valence
Where: Expectancy - If I tried would I be able to perform the action?
Valence - How much do I value those outcomes?
Process Theories2. Goal-setting Theory (Locke,pp.51) A goal is a target level of performance
If a goal is: difficult
specific
And if a person: accepts the goal
feels committed to it
gets feedback on their progress
Then their performance improves because:
their behaviour is focused
they try hard
they keep trying
they develop strategies
SLIDE 9.19
Some “live issues” in Goal-Setting
• How to enhance goal commitment (participative?)
• Who defines “challenging”?
• Conflict between goals
Individual v. group
Competing personal goals
• Goals set Vs dynamic environment
Process theories3.Equity theory (Adams, 1963, pp.65)
Individuals compare their job inputs & outcomes with those of others & then respond so as to eliminate any inequities
Minor qualifications:
1. people have a great deal more tolerance of overpayment inequities than of underpayment inequities.
2. not all people are equity sensitive,such as benevolent types
Process theory3.Equity theory
Motivation and Job Design Hackman and Oldham (1980, pp.73)
Motivation through design of work.
Five “Core Job Dimensions”
1. Skill Variety
2. Task Identity
3. Task Significance
4. Autonomy
5. Feedback
So…what do all these theories add up to?
1. Successful work performance can arise from many different needs/motives.
2. People need to believe they can perform effectively if they try.
3. The rewards for good performance should actually be desired by the people concerned.
4. What constitutes good performance should be clearly defined.
5. People need feedback on their performance.
6. People’s values and identity matter.