Theories of MotivationCategories of Theories:

Content theories of motivation seek to understand what underlies and drives motivation

Process theories of motivation seek to understand what steps can be taken to improve and maintain motivation

Types of Motivation:Intrinsic motivation- comes from the personal

satisfaction of the work itself Extrinsic motivation – comes from the rewards that

are linked to job performance, such as a paychecks

Content TheoriesMaslows Hierarchy of NeedsAlderfer’s ERG TheoryMcCleland’s Need theoryHerzberg’s Two factor theory

Maslow’s Hierarchy of Needs

Physiological Needs

Safety Needs

Social Needs

Esteem Needs

Self Actualization

If a lower order need is not met, the higher order need cannot be met..

Alderfer’s ERGGrowth: desires for continued psychological growth and development

Relationships: desires for satisfying interpersonal relationships

Existence: desires for physiological and material well-being

No rigid hierarchy of needs.

Realistic

McClelland’s TheoryNeed for Achievement- drive to

accomplish thingsNeed for Affiliation- desire to be

liked by othersNeed for Power- desire to control

other people

Process Views Of MotivationProcess theories of motivation seek to

understand what steps can be taken to improve and maintain motivation

Goal Setting Theory Equity Theory Reinforcement Theory Expectancy Theory

Goal-Setting TheoryEffective Goals are:

Accepted by employeesChallenging and realisticSpecific, quantifiable, and measurable

SMART

Management By objectives

3. Formally Evaluate Extent to Which Objectives Were Met or Exceeded

2. Develop Action Plan to Accomplish Objectives

1. Establish Mutually Agreed Objectives between Employee and Supervisor

4. Monitor Progress toward Achievement of Objectives (Ongoing)

Fairness is achieved when the ratios are equivalent.

Equity TheoryInequity occurs when the ratio is not equivalent

and creates cognitive dissonance

To restore equity, people may use one of the following: Reduce inputs by cutting back on the effort, and if the

imbalance becomes too great, to leave the firm Influence the outcome, such as persuade the boss for a

raise Decrease others’ outcomes, such as spread rumors about

others Increase effort level if they think they are getting more

than they deserve Leave the organization

Expectancy: Link between effort and performance on a task

Instrumentality: Link between task performance and rewards

Motivation (M), expectancy (E), instrumentality (I), and valence (V) are related to one another in a multiplicative fashion:

M = E x I x VIf either E, I, or V is low, motivation will be low

Reinforcement Theory

Negative Reinforceme

nt

Extinction

PunishmentPositive Reinforceme

nt

Apply

WithdrawConti

ngency

Positive Negative

Nature of Outcome

Based on the

law of effect.

Link desirable outcomes to behaviors managers want to encourage

Reduce undesirable outcomes.

Motivation by Design

Job EnlargementJob RotationJob EnrichmentJob Characteristics Model

Job Characteristics Model