Motivation Theories

What Is Motivation?

The intensity, direction, and persistence of effort a person shows in reaching a goal.

Motivators

• Intrinsic Motivators– A person’s 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.

McGregors’ Theory X and Y

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Needs Theories of Motivation

– Individuals have needs that, when unsatisfied, will result in motivation

• Maslow’s Hierarchy of Needs Theory.• Motivation-Hygiene Theory • ERG Theory• McClelland’s Theory of Needs

Maslow’s Hierarchy of Needs

Physiological

Safety

Social

Esteem

Self-actualization

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed. Copyright © 2010 Pearson Education Canada

Hygiene Factors and Motivators

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed. Copyright © 2010 Pearson Education Canada

Alderfer’s ERG Theory

• Existence– Concerned with providing basic material existence

requirements.• Relatedness

– Desire for maintaining important interpersonal relationships.

• Growth– Intrinsic desire for personal development.

McClelland’s 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

Process Theories of Motivation

• Look at the actual process of motivation

– Expectancy Theory– Goal-setting Theory– Equity Theory– Stimulus-Response Theory– Job Characteristics Model

Expectancy Relationships

• The theory focuses on three relationships:– Effort-Performance Relationship

• The perceived probability that exerting a given amount of effort will lead to performance

– Performance-Reward Relationship • The degree to which the individual believes that performing at a

particular level will lead to a desired outcome

– Rewards-Personal Goals Relationship • The degree to which organizational rewards satisfy an individual’s

personal goals or needs and are attractive to the individual.

How Does Expectancy Theory Work?

Expectancy

Effort Performance Link

E=0

No matter how much effort

I put in, probably not possible

to memorize the text in 24 hours

Instrumentality

Performance Rewards Link

I=0

My professor does not look

like someone who has $1 million

Valence

Rewards Personal Goals Link

V=1

There are a lot of wonderful things

I could do with $1 million

My professor offers me $1 million if I memorize the textbook by tomorrow morning.

Conclusion: Though I value the reward, I will not be motivated to do this task.

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed. Copyright © 2010 Pearson Education Canada

Increasing Motivation With Expectancy Theory

Improving Expectancy

Improve the ability of the

individual to perform

• Make sure employees have skills

for the task

• Provide training

• Assign reasonable tasks and goals

Improving Instrumentality Improving Valence

Increase the individual ’ s belief that

performance will lead to reward

• Observe and recognize performance

• Deliver rewards as promised

• Indicate to employees how previous

good performance led to greater

rewards

Make sure that the reward is

meaningful to the individual

• Ask employees what rewards they

value

• Give rewards that are valued

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed. Copyright © 2010 Pearson Education Canada

Goal-Setting Theory

• The theory that specific and difficult goals lead to higher performance.

– Goals tell an employee what needs to be done and how much effort will need to be expended.

– Specific hard goals produce a higher level of output than does the generalized goal of “do your best.”

Locke’s Model of Goal Setting

Regulating effort

Incr easing persistence

Encouraging the development

of strategies and action plans

Task

performance

Directing attention

Goals

motivate

by . . .

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed. Copyright © 2010 Pearson Education Canada

Goals Should Be SMART

• For goals to be effective, they should be SMART:– Specific– Measurable– Attainable– Results Oriented– Time bound

Self-Efficiacy and Goal Setting

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed. Copyright © 2010 Pearson Education Canada

Increasing Self-Efficacy• Enactive Mastery

– Gaining relevant experience.• Vicarious Modelling

– Confidence gained by seeing someone else perform the task.

• Verbal Persuasion– Confidence gained because someone convinces you that

you have the necessary skills to succeed.• Arousal

– An energized state can drive a person to complete the task.

Management by Objectives

– Specific goals– Participative decision-making– Explicit time period– Performance feedback

Feedback - Reinforcement

Colquitt et al (2010): Organizational Behaviour, p. 194

Reinforcement Types

• Positive reinforcement

• Negative reinforcement

• Punishment

• Extinction

Feedback Schedules

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed. Copyright © 2010 Pearson Education Canada

Organizational Justice

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed. Copyright © 2010 Pearson Education Canada

Adams’ Equity Theory

Person 1

Inequity, underrewarded

Equity

Inequity, overrewarded

Ratio of Output to Input

Person 2

Person 1

Person 2

Person 1

Person 2

Person 1s Perception

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed. Copyright © 2010 Pearson Education Canada

Job Characteristics Model

Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed. Copyright © 2010 Pearson Education Canada