lecture10.motivation theories

7/27/2019 Lecture10.Motivation Theories

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Management, Organizational Policies & Practices

Lecture 10 Dr. Amna YousafPhD (HRM)

University of Twente,

the Netherlands


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Recap Lecture 9

Funcations of communication

Communication process and model

Downward, upward, lateral communication

Verbal, written, non verbal communication

Formal communication networks

Grapevine

Choice of channels and channel richness

Common barriers to effextive communication

Cluture as effective communication barrier


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Managing Motivation

Lecture 10


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Outline

What is motivation

Motivation theories

Maslows Need Theory

ERG Theory

Theory X and Theory Y Two-factor Theory

McClellands Theory of Needs

Cognitive Evaluations Theory

Goal Setting Theory MBO as application of Goal Setting

Self-efficacy Theory

Implications for Managers

2007 Prentice Hall Inc. All rights reserved.


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What Is Motivation?

Direction

PersistenceIntensity


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Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries

Motivation

The processes that account for an individualsintensity, direction, and persistence of effort towardattaining a goal.

What is Motivation?


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Hierarchy of Needs Theory (Maslow)

Hierarchy of Needs Theory

There is a hierarchy of fiveneedsphysiological, safety,social, esteem, and self-

actualization; as each need issubstantially satisfied, the nextneed becomes dominant.

Self-Actualization

The drive to become what one is capable ofbecoming.


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Maslows Hierarchy of Needs

E X H I B I T 61

Lower-Order NeedsNeeds that are satisfiedexternally; physiologicaland safety needs.

Higher-Order NeedsNeeds that are satisfiedinternally; social, esteem,

and self-actualizationneeds.Self

Esteem

Social

Safety

Physiological


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Maslows Need Theory-concepts

Physiological hunger, thirst, shelter, sex, andother bodily needs

Safety security and protection from physical or

emotional harm

Social affection, belongingness, acceptance &friendship

Esteem internal factors such as self-respect,

autonomy and achievement and external factors

such as status, recognition and attention

Self-actualization drive to become what one is

capable of becoming, achieving ones potential

and self fulfillment



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Assumptions of Maslows Hierarchy

Movement up the Pyramid

Individuals cannot move to the next higher level until

all needs at the current (lower) level are satisfied.

Maslow Application:

A homeless person

will not be motivated to

meditate!

Individuals

therefore must

move up the

hierarchy in order


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Alderfers ERG Theory

Existence similar to Maslows physiological andsafety needs

Relatedness related to social and status needs

Growth similar to esteem and self-actualization

needs Unlike Maslows theory, individuals can be at all

categories simultaneously



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Theory XManagers See Workers As

Disliking Work

Avoiding Responsibility

Having Little Ambition

Theory Y

Managers See Workers AsEnjoying Work

Accepting Responsibility

Self-Directed


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Theory X and Theory Y

McGreoger believes theory Y assumptions more

valid so managers should encourage participative

decision making, responsible and challenging

jobs and good group relations

No evidence indicating which assumptions are

true or that theory Y environment will lead to

more motivated workers



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Herzbergs Two-Factor Theory

Bottom Line: Satisfaction and

Dissatisfaction are not Opposite Ends of theSame Thing!

Separate constructs

Hygiene Factors---

Extrinsic & Related toDissatisfaction

Motivation Factors---Intrinsic and Related to

Satisfaction

Hygiene

Factors:

Salary

Work

Conditions

Company

Policies

Motivators:

Achievement

Responsibility

Growth


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Comparison of Satisfiers

and Dissatisfiers

Factors characterizing

events on the job that led to

extreme job dissatisfactionFactors characterizing

events on the job that

led to extreme job

satisfaction

E X H I B I T 62Source: Reprinted by permission ofHarvard Business Review. An exhibit from One More Time:How Do You Motivate Employees? by Frederick Herzberg, SeptemberOctober 1987. Copyright

1987 by the President and Fellows of Harvard College: All rights reserved.


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Contrasting Views of Satisfaction and Dissatisfaction

E X H I B I T 63


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Critique on two-factor theory

Failure blamed to extrinsic factors; success to

personal attributes

Ratings used to measure job satisfaction may be

contaminated; people may be positive on one

scale item but may treat a different response

differently

No overall measure of satisfaction utilized;

dissatisfaction on one facet but overall

satisfaction



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Critique on two-factor theory

Herzberg assumed relationship between

satisfaction and productivity but no measure of

productivity was employed. One needs to assume

a strong relationship between the two.

No sufficient empirical backing for the theory as for the

earlier ones

May sound well empirically



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David McClellands Theory of Needs

Need for AchievementThe drive to excel, to achievein relation to a set ofstandards, to strive tosucceed.

Need for AffiliationThe desire for friendlyand close personalrelationships.

Need for Power

The need to make others

behave in a way that theywould not have behavedotherwise.

Bottom Line:

Individuals have

different levels of

needs in each of these

areas, and those

levels will drive their

behavior


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David McClellands Theory of Needs

Not much evidence for power and affiliation need

High achievers perform well when probability of

success .5.

Not attribution to pure chance or least challenge

High achievers are successful entrepreneurs; nolinks to being effective managers

Effective managers may be linked to high power

need and low affiliation need



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Matching High Achievers and Jobs

E X H I B I T 64


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Cognitive Evaluation Theory


Providing an extrinsic reward for behavior thathad been previously only intrinsically rewardingtends to decrease the overall level of motivation.

The theory may only be relevant to

jobs that are neither extremely

dull nor extremely interesting.Hint: For this theory,

think about how fun it

is to read in the

summer, but oncereading is assigned to

you for a grade, you

dont want to do it!


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Intr ins ic and extr ins ic mot ivat ion are not mutual ly

exclus ive

Manager ial im pl ications : rewards cont ingent on

performance?

Extr ins ic rewards sh i f t locus of con trol to

external

Tangible rewards undermine performance whileintangible rewards dont.

Suppor t f rom a number of studies



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Self-concordance extension of CET

Intr in sical ly motivated people are happy even

when they cant reach goals as they f ind the

process fun

Extrinsically motivated people dont get that

much happ iness even after goal ach ievement as

they dont find goal satisfying

Impl icat ions

Choose jobs carefully

Managers should create work conditions that enhance

intrinsic motivation and not only rely on rewards.



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E X H I B I T 65

What Would Herzberg Say? What Would Maslow Say?


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Goal-Setting Theory (Edwin Locke)

Basic Premise: That specificand difficultgoals, with self-generated feedback, lead to

higher performance.

But, the relationship between goals and

performance will depend ongoal commitment

I want to do it & I can do it

Increased through participatory goals, makingthem public, specific, top managementinvolvement


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Goal-Setting Theory (Edwin Locke)

task characteristics (simple versus complex, well-learned versus novel, independent versusinterdependent)

national culture

Goal setting well aligned with north American cultures Independent : not too high on power distance

Challenging goals: low in uncertainty avoidance

Performance is important: high in achievement



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Goal Setting in Action: MBO Programs

Management By Objectives Programs

Company wide goals & objectives

Goals aligned at all levels

Based on Goal Setting Theory


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What is MBO?

Key Elements

1. Goal specificity

2. Participative decision making

3. An explicit time period

4. Performance feedback

Management by Objectives (MBO)

A program that encompasses specific goals,participatively set, for an explicit time period,with feedback on goal progress.


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Cascading of Objectives

E X H I B I T 61


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Linking MBO and Goal-Setting Theory

MBO Goal-Setting Theory

Goal Specificity Yes Yes

Goal Difficulty Yes Yes

Feedback Yes Yes

Participation Yes No

(qualified)


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MBO and Goal Setting

MBO emphasizes on participative goal setting

In Goal Setting theory goals assigned as well as

participatory can be equally effective



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Why MBOs Fail

Unrealistic expectations about MBO results

Lack of commitment by top management

Failure to allocate reward properly

Cultural incompatibilities


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Self-Efficacy

Self Esteem, which is.

Individuals degree of liking or dislikingthemselves.

An individuals feeling that s/he cancomplete a task (e.g. I know I can!)

Enhances probability that goals will

be achieved

Not to be confused with:


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Self-Efficacy and Goal Setting


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Four Ways of Increasing Self Efficacy

(Bandura)

1. Enactive Mastery

2. Vicarious Modeling

3. Verbal Persuasion

4. Arousal

Note: Basic Premise/Mechanism ofPygmal ionandGalateaEffects


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Self-Efficacy

Mastery Orientation

If you have done a task in the past, your slef efficacyto perform will be higher

Vicarious modeling

Some one similar to you doing a task increases your

confidence of doing it

some one else loosing weight

Some one of same handicap as you playing golf

Verbal persuasion

Some one convinces you that you have necessary skillsto do some task. Motivational speakers use this tactic

Arousal

Energized state to do a task.



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Self-efficacy and Goal Setting

Self efficacy works together with goal setting

Self efficacious individuals more likely to work

harder in response to negative feedback and vice

versa

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