3-contemporary theories of motivation-lec4

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Contemporary Theoriesof Motivation

Gonzalo Campuzano

Enrique Flores



OUTLINE

Introduction

Early Theories of Motivation (Overview

Goal !ettin" Theory M#O $ro"rams

Equity Theory

E%pectancy Theory

Inte"ratin" Contemporary Theories of Motivation &eferences

'uestions )nswers



55% of U.S. employees have

no enthusiasm for their job.

)s cited in *+ ,ones- “Firms spend Billions to Fire Up Workers – With Little Luck”,

.!) Today- May /0- 100/



INTRODUCTION

Motivation is the result of the interaction of theindividual and the situation+

Individuals differ in their 2asic motivational drive+

i+e+ Te%2oo3 4s+ 5ovel The level of motivation varies 2oth 2etween

individuals and within individuals at differenttimes+

Motivation6 “The process that account for anindividual’s intensity, direction, and persistenceof effort toard attainin! a !oal"” 7/8



EARLY THEORIES

OF MOTIATION

/9:0;s6 <ierarchy of needs theory Theories = and >

The two?factor theory+ They represent a foundation from which

contemporary theories have "rown+ $racticin" mana"ers still re"ularly use this

theories and their terminolo"y in e%plainin"employee motivation+

Contemporary way of thin3in"



!OAL"SETTIN! THEORY

Goals tell an employee what needs to 2e done

and how much effort will need to 2e e%pended+

In order to increase performance6

!et specific "oals+ *ifficult "oals- when accepted- result in hi"her

performance than does easy "oals+

$rovide feed2ac3+

)n individual is committed to the "oal when he

2elieves he can achieve the "oal- and wants to

achieve it+



M#O $RO!RAMS%

$&ttin' !oa("Settin' T) Into $ra*ti*e

Convertin" overall or"anizational o2@ectives into specifico2@ectives for or"anizational units and individualmem2ers+

Four in"redients common to M#O pro"rams6 Goal specification+ $articipation in decision ma3in"+ )n e%plicit time period+ $erformance feed2ac3+

Failures may come from6 .nrealistic e%pectations re"ardin" results+ Aac3 of commitment 2y top mana"ement+ Cultural incompati2ilities+

Fu@itsu



E+UITY THEORY Employees ma3e comparison of their @o2 inputs and

outcomes relative to those of others6

Bhen employees perceive inequity- the can6 Chan"e their inputs+ Chan"e their outcomes+ *istort perceptions of self+ *istort perception of others+ Choose a different referent

Aeave the field



E+UITY THEORY

Given payment 2y time6 Overrewarded employees will produce more than will

equita2ly paid employees+

.nderrewarded employees will produce less or poorerquality of output+

Given payment 2y #uantity of production6 Overrewarded employees will produce fewer- 2ut

hi"her?quality- units than will equita2ly paidemployees+

.nderrewarded employees will produce a lar"e

num2er of low?quality units in comparison with

equita2ly paid employees+



E+UITY THEORY%

Con*(&sions

Motivation is influenced si"nificantly 2y others; rewards

as well as 2y one;s own rewards+

Inequities created 2y overpayment do not seem to have

a very si"nificant impact on 2ehaviour+

Most research has focused on pay- 2ut employees seem

to loo3 for equity in the distri2ution of other rewards+

<istorically- equity theory focused on distri2utive @ustice+

#ut increasin"ly equity is thou"ht of from the standpoint

of or"anizational @ustice+

Mana"ers should consider openly sharin" information on

how allocation decisions are made- followin" consistent

and un2iased procedures+



E,$ECTANCY THEORY

The stren"th of a tendency to act in a certain

way depends on the stren"th of an e%pectation

that the act will 2e followed 2y a "iven outcome

and on the attractiveness of that the outcome tothe individual+

The theory focuses on three relationships6 /+ Effort?performance+

1+ $erformance?reward+

+ &ewards?personal "oals+

I n - i v & - & a (E f f o r t

$ e r s o n a (! o a ( s

O r ' a n i . a t i o n a (R e / a r - s

I n - i v i - & a ($ e r f o r m a n * e

/ 1



E,$ECTANCY THEORY

Givin" ma%imum effort not always means 2ein"

reco"nized+

Good performance appraisal not always leads to

or"anizational rewards+ &ewards are not always found attractive 2y

employees6

Mana"ers limited in the rewards they can distri2ute+ Mana"ers incorrectly assume that all employees want

the same+



E,$ECTANCY THEORY%

Con*(&sions

The 3ey is the understandin" of an individual;s

"oal and the lin3a"e 2etween the three

relationships+

There is no universal principle for e%plainin"everyone;s motivations+



INTE!RATIN! CONTEM$ORARY

THEORIES OF MOTIATION

Many theories are complementary+

Its 2asic foundation is the e%pectancy model+

In d i v u d u a l E f f o r t $ e r s o n a l

G o a l sO r " a n i z a t i o n a l

& e w a r d sIn d i v i d u a l

$ e r f o r m a n c e

O p p o r t u n i t y ) 2 i l i t y

O 2 @ e c t i v e$ e r f o r m a n c e

E v a l u a t i o n! y s t e m

$ e r f o r m a n c eE v a l u a t i o n

C r i t e r i a

* o m i n a n t5 e e d s

E q u i t y C o m p a r i s o n DO r " a n i z a t i o n a l , u s t i c e

B A I

O

I

O%

& e i n f o r c e m e n t

G o a l s * i r e c t # e h a v i o r

< i " h ) c h i e v e m e n t

5 e e d

, o 2 * e s i " n



, o 2 * e s i " n

I n d i v u d u a l E f f o r t $ e r s o n a l

G o a l sO r " a n i z a t i o n a l

& e w a r d sI n d i v i d u a l


O p p o r t u n i t y

G o a l s * i r e c t # e h a v i o r

) 2 i l i t y

O 2 @ e c t i v e$ e r f o r m a n c e

E v a l u a t i o n! y s t e m


E v a l u a t i o nC r i t e r i a

* o m i n a n t5 e e d s

< i " h ) c h i e v e m e n t5 e e d

& e i n f o r c e m e n t

E q u i t y C o m p a r i s o n DO r " a n i z a t i o n a l , u s t i c e

B A I

O

I

O%



REFERENCES

&o22ins and ,ud"e- “$r!ani%ational Behavior”, /1th Edition- $earson$rentice <all- 100+

*+ ,ones- “Firms spend Billions to Fire Up Workers – With Little Luck”, .!)Today- May /0- 100/

7/8 T+&+ Mitchell- “&atchin! &otivational 'trate!ies ith $r!ani%ational(onte)ts”, &esearch in Or"anizational #ehavior- vol+ /9- pp 0?1

$+C+ Early- $+ Bo@naros3i- and B+ $rest- “Task *lannin! and +ner!y+)pended +)plorations of -o .oals /nfluence *erformance”, ,ournal of

)pplied $sycholo"y- Fe2 /9+

,+ Green2er" and !+ Ornstein- “-i!h 'tatus 0o1 Title as (ompensation forUnderpayment 2 Test of +#uity Theory”, ,ournal of )pplied $sycholo"y-May /9+



+&estions 0 Ans/ers

3-contemporary theories of motivation-lec4

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