motivation theories

Chapter 5

Motivation Theories

Achievement requires

effort

Chapter Study Questions

What is motivation?

What can we learn from the needs theories

of motivation?

5-2Copyright © 2010 John Wiley & Sons, Inc.

What is Motivation?

Motivation Individual forces that account for the

direction, level, and persistence of a person’s effort expended at work. Direction - an individual’s choice when

presented with a number of possible alternatives.

Level - the amount of effort a person puts forth.

Persistence - the length of time a person sticks with a given action.


What is Motivation?

Types of motivation theories Content theories

Focus on individual needs – that is, physiological

or psychological deficiencies that we feel a

compulsion to reduce or eliminate.

Process theories

Focus on the thoughts, or cognitive processes,

that take place within the minds of people and

that influence their behavior.


What is Motivation?

Motivation Across Cultures

Motivation theories are largely developed from

a North American perspective.

They are subject to cultural limitations and

contingencies.


What can We Learn From the Needs Theories of Motivation?

Maslow’s Hierarchy of Needs Theory

Identifies five levels of individual needs.

Assumes that some needs are more

important than others and must be

satisfied before the other needs can serve

as motivators.


Figure 5.1 Higher-order and lower-order needs in Maslow’s hierarchy of needs.



Existence:Desire for

physiological and material well-being

Relatedness:

Desire for satisfying

interpersonal relationships

Growth:Desire for continued

personal growth and development.


Alderfer’s ERG Theory of Motivation


Acquired needs theory

Need for achievement (nAch).

The desire to do something better or more efficiently, to

solve problems, or to master complex tasks.

Need for affiliation (nAff).

The desire to establish and maintain friendly and warm

relations with others.

Need for power (nPower).

The desire to control others, to influence their behavior, or to

be responsible for others.



Two-Factor Theory

Identifies two different factors as primary

causes of job satisfaction and job

dissatisfaction.

Also known as the motivator-hygiene

theory.



Hygiene factors

Sources of job dissatisfaction associated

with job context.

Job dissatisfaction results when hygiene

factors are poor.

Improving the hygiene factors only

decreases job dissatisfaction.



Motivator factors

Sources of job satisfaction related to job

content.

Presence or absence of motivators is the

key link to satisfaction.


Sources of dissatisfaction and satisfaction in Herzberg’s two-factor theory.

Copyright © 2010 John Wiley & Sons, Inc. 5-13

• Policies• Salary• Supervision• Work conditions• Relationships• Status

Hygiene Factors

• Achievement• Recognition• Meaningful work• Responsibility• Advancement• Growth

Motivator Factors

Chapter 6

Motivation and Performance

It’s about person-job fit

Copyright © 2010 John Wiley & Sons, Inc.6-15

Figure 6.1 Integrated Model of Individual Motivation to Work.

What is the link between motivation, performance, and rewards?

The Integrated Model

combines four key theories

of organizati

onal behavior:

• Reinforcement – immediately rewarding positive behaviors with valued outcomes.

• Equity – assuring fairness in type and distribution of rewards.

• Content – acknowledging individual differences in motivational value

• Expectancy – creating a linkage among ‘effort>performance>reward’.




Intrinsic rewards

› Positively valued work outcomes that the

individual receives directly as a result of

task performance.

Extrinsic rewards

› Positively valued work outcomes that are

given to an individual or group by some

other person or source in the work setting.


Pay for performance – the concept that

monetary rewards are in whole, or in part,

linked to accomplishments (individual or team).

Programs that provide incentives for employees to

increase their outputs.

In the 2008-09 economic recession, HRGURU finds

that employers are finding that ‘cash is still king’

when it comes to incentives.


http://hrguru.monster.com/news/articles/2903-more-companies-adopt-a-pay-for-performance-program



Merit pay

› Compensation system that directly ties an

individual’s salary or wage increase to

measures of performance accomplishments

during a specific time period.

› Seeks to create a belief among employees

that the way to achieve high pay is to

perform at high levels.

› Bonus – additional monetary award that

meets specified benchmarks.



Gain sharing

› Gives workers the opportunity to earn

more by receiving shares of any

productivity gains that they help to

create.



Profit-sharing plans

› Reward employees based on overall

organizational profit.

Criticism: organizational profits are not

always a direct result of employees’ efforts,



Skill-based pay

› Rewards people for acquiring and

developing job relevant skills.


Stock Options

Provide employees with an opportunity to

buy shares of stock at a future date at a

fixed price.



Employee stock ownership plans

(ESOPs)

May give stock to employees, or allow

stock to be purchased at a price below

market value.


motivation theories

Education

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levels of individual

needs theories ofmotivation

job context

job dissatisfaction

motivation individual

cultures motivation

valued work outcomes