07 motivation concepts

7/23/2019 07 Motivation Concepts

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Motivation - Concepts

Dr. Anil Anand Pathak, Associate Professor, Organizational

Behaviour, MDI Gurgaon

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Chapter Learning Objectives

After studying this chapter, you should e ale to! – Describe the three elements of motivation.

– Identify four early theories of motivation and evaluate theirapplicability today.

– Apply the predictions of the self-determination theory to intrinsicand extrinsic rewards.

– Compare and contrast goal-setting theory and management byobjectives.

– Contrast reinforcement theory and goal-setting theory.

– Demonstrate how organiational justice is a refinement of e!uitytheory.

– Apply the "ey tenets of expectancy theory to motivatingemployees.

– Compare contemporary theories of motivation.

– #xplain to what degree motivation theories are culture-bound.

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Defning Motivation

The result of the interaction between the individual and the situation.

"he processes that account for an individual#s

intensity, direction, and persistence of effort to$ard

attaining a goal % specifically, an organizational goal.

$hree "ey elements%

– Intensity – how hard a person tries

– Direction – effort that is channeled toward& and

consistent with& organiational goals

– Persistence – how long a person can maintain effort

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Early Theories of Motivation

These early theories may not be valid, but they do form thebasis for contemporary theories and are still used by

practicing managers.

&.Maslo$#s 'ierarchy of (eeds "heory).McGregor#s "heory * and "heory +

.'erzerg#s "$o-actor "heory

/.Mc0lelland#s "heory of (eeds

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1. Maslow’s Hierarchy of Nees

There is a hierarchy of five needs. As each need is substantially satisfied, the next need becomes dominant.

Assu1ptions

– Individuals cannot

move to the next

higher level untilall needs at the

current 'lower(

level are satisfied

– )ust move in

hierarchical order

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Self-Actualization

2o$er Order

34ternal

'igher OrderInternal

See E X H I B I T 7-1



!. Mc"regor’s Theory # an Theory $

"$o distinct vie$s of hu1an eings! "heory *5asically negative6 and "heory + 5positive6.

– )anagers used a set of assumptions based on their view

– $he assumptions molded their behavior toward employees

(o e1pirical evidence to support this theory.

Theory X

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%. Her&berg’s Two'(actor Theory

Hygiene Factors

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Key Point: Satisfaction and dissatisfaction are not opposites

but separate constructs

34trinsic and7elated to

Dissatisfaction

Intrinsic and7elated to

Satisfaction



Criticis)s of the Two'(actor Theory

er!berg says that hygiene factors must be met to remove

dissatisfaction. "f motivators are given, then satisfaction

can occur.

'erzerg is li1ited y his 1ethodology

– *articipants had self-serving bias

7eliaility of raters 8uestioned

– +ias or errors of observation

(o overall 1easure of satisfaction $as used

'erzerg assu1ed, ut didn#t research, a strong

relationship et$een satisfaction and productivity

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*. McClellan’s Three Nees Theory

(eed for Achieve1ent 5nAch6 – $he drive to excel& to achieve in relation to a set of

standards& to strive to succeed

(eed for Po$er 5nPo$6

– $he need to ma"e others behave in a way that they would

not have behaved otherwise

(eed for Affiliation 5nAff6

– $he desire for friendly and close interpersonal relationships

People have varying levels of each of the three needs.

– ,ard to measure

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+erfor)ance +reictions for High'n,ch+eople

People $ith a high need for achieve1ent are likely to! – *refer to underta"e activities with a / chance of success&

avoiding very low- or high-ris" situations

– +e motivated in jobs that offer high degree of personal

responsibility& feedbac"& and moderate ris"

– 0ot necessarily ma"e good managers – too personal a focus.

)ost good general managers are 01$ high on nAch

– 0eed high level of n*ow and low nAff for managerial

success

Good research support, ut it is not a very practicaltheory

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&. 9elf-Deter1ination "heory). Goal-9etting "heory

– )anagement by 1bjectives ')+1(

. 9elf-3fficacy "heory

– Also "nown as 2ocial Cognitive $heory or 2ocial 3earning$heory

&. 7einforce1ent "heory

). 38uity "heory

. 34pectancy "heory

Conte)porary Theories ofMotivation

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1. -elf'eter)ination Theory

People prefer to feel they have control over their actions, soanything that ma#es a previously en$oyed tas# feel more li#e anobligation than a freely chosen activity will underminemotivation.

)ajor Implications for 4or" 5ewards

– Intrinsic and extrinsic rewards are not independent

– #xtrinsic rewards may decrease intrinsic rewards

– 6oal setting is more effective in improving motivation

– 7erbal rewards increase intrinsic motivation8 tangible rewardsreduce it

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!. Loc/e’s "oal'-etting Theory

+asic *remise% – $hat specific and difficult goals& with self%generated

feedbac# & lead to higher performance

Difficult 6oals% – 9ocus and direct attention

– #nergie the person to wor" harder – Difficulty increases persistence

– 9orce people to be more effective and efficient

5elationship between goals and performance depends on%

– 6oal commitment 'the more public the better:( – $as" characteristics 'simple& well-learned(

– Culture

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MBO is a syste1atic $ay to utilize goal-setting.

Goals 1ust e!

– $angible

– 7erifiable

– )easurable

0orporate goals are roken do$n into s1aller,1ore specific goals at each level of organization.

our co11on ingredients to MBO progra1s!

– 6oal specificity

– *articipative decision ma"ing – #xplicit time period

– *erformance feedbac"

0)ple)entation of "oal'-etting Manage)ent byObjectives

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%. 2an3ra’s -elf'E4cacy Theory

9elf-efficacy is an individual#s elief that he or she iscapale of perfor1ing a task.

– ,igher efficacy is related to%

• 6reater confidence

• 6reater persistence in the face of difficulties

• +etter response to negative feedbac" 'wor" harder(

– 2elf-efficacy complements goal-setting theory

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Given 'ard Goal

'igher 9elf-9et Goal

Increased 0onfidence

'igher Perfor1ance



0ncreasing -elf'E4cacy

3nactive 1astery

– )ost important source of efficacy

– 6aining relevant experience with tas" or job

– ;*ractice ma"es perfect<

:icarious 1odeling

– Increasing confidence by watching others perform the tas" – )ost effective when observer sees the model to be similar to him-or herself

:eral persuasion

– )otivation through verbal conviction

– *ygmalion and 6alatea effects – self-fulfilling prophecies Arousal

– 6etting ;psyched up< – emotionally aroused – to complete tas"

– Can hurt performance if emotion is not a component of the tas"

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9i1ilar to goal-setting theory, ut focused on aehavioral approach rather than a cognitive one.

– +ehavior is environmentally caused

– $hought 'internal cognitive event( is not important• 9eelings& attitudes& and expectations are ignored

– +ehavior is controlled by its conse!uences – reinforcers

– Is not a motivational theory but a means of analysis of

behavior

– 5einforcement strongly influences behavior but is not li"ely

to be the sole cause

*. 5einforce)ent Theory

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6. ,a)s’ E73ity Theory

31ployees co1pare their ratios of outco1es-to-inputs

of relevant others.

– 4hen ratios are e!ual% state of e!uity exists – there is no

tension as the situation is considered fair

– 4hen ratios are une!ual% tension exists due to unfairness

• =nderrewarded states cause anger

• 1verrewarded states cause guilt

– $ension motivates people to act to bring their situation into

e!uity

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"here can e four referent co1parisons!

– 2elf–Inside

• $he person>s experience in a different job in the same

organiation – 2elf–1utside

• $he person>s experience in a different job in a different

organiation

– 1ther–Inside

• Another individual or group within the organiation

– 1ther–1utside

• Another individual or group outside of the organiation

E73ity Theory’s 85elevant Others9

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5eactions to 0ne73ity

31ployee ehaviors to create e8uity!

– Change inputs 'slac" off(

– Change outcomes 'increase output(

– Distort/change perceptions of self

– Distort/change perceptions of others

– Choose a different referent person

– 3eave the field '!uit the job(

Propositions relating to ine8uitale pay!

– *aid by time%• 1verrewarded employees produce more

•

=nderrewarded employees produce less with low !uality – *aid by !uality%• 1verrewarded employees give higher !uality

• =nderrewarded employees ma"e more of low !uality

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:3stice an E73ity Theory

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Overall perception

of $hat is fair in the

$orkplace.



;. <roo)’s E=pectancy Theory

"he strength of a tendency to act in a certain $ay

depends on the strength of an e4pectation that the act

$ill e follo$ed y a given outco1e and on the

attractiveness of the outco1e to the individual.

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34pectancy ofperfor1ance

success

Instru1entalityof success in

getting re$ard

:aluation of there$ard in

e1ployee#s eyes



0ntegrating Conte)porary Motivation Theories

Based on 34pectancy "heory

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"lobal 0)plications

Motivation theories are often culture-ound.

– )aslow>s hierarchy of needs theory

• 1rder of needs is not universal

– )cClelland>s three needs theory

• nAch presupposes a willingness to accept ris" and performance

concerns – not universal traits

– Adams> e!uity theory

• A desire for e!uity is not universal

• ;#ach according to his need< – socialist/former communists

Desire for interesting $ork see1s to e universal. – $here is some evidence that the intrinsic factors of

,erberg>s two-factor theory may be universal

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-3))ary an Managerial0)plications (eed "heories 5Maslo$, Alderfer, Mc0lelland,

'erzerg6

– 4ell "nown& but not very good predictors of behavior

Goal-9etting "heory

– 4hile limited in scope& good predictor

7einforce1ent "heory

– *owerful predictor in many wor" areas

38uity "heory

– +est "nown for research in organiational justice

34pectancy "heory

– 6ood predictor of performance variables but shares many of

the assumptions as rational decision ma"ing

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07 motivation concepts

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