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Lecture Note of Chapter Three Motivation

The document discusses theories of motivation including Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, and expectancy theory. It also covers contemporary motivation theories like reinforcement, self-efficacy, and equity theory. Finally, it outlines ways to motivate employees through job design, alternative work arrangements, pay programs, and recognition.

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208 views21 pages

Lecture Note of Chapter Three Motivation

The document discusses theories of motivation including Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, and expectancy theory. It also covers contemporary motivation theories like reinforcement, self-efficacy, and equity theory. Finally, it outlines ways to motivate employees through job design, alternative work arrangements, pay programs, and recognition.

Uploaded by

Awet
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Chapter 3

Motivation
What Is Motivation?

3.1 Motivation: The processes that account for


an individual’s intensity, direction, and
persistence of effort toward attaining a goal.
1. Intensity: How hard a person tries
2. Direction: Toward beneficial goal
3. Persistence: How long a person tries
3.2 Early theories of motivation

 Four theories of employee motivation


formulated during the 1950s, although now of
questionable validity, are probably still the best
known.
 We discuss more valid explanations later, but
these four represent a foundation on which
they have grown, and practicing managers still
use them and their terminology.
A. Hierarchy of Needs Theory (Maslow)

 Lower-Order Needs: Needs that are satisfied


externally; physiological and safety needs
 Higher-Order Needs: Needs that are satisfied
internally; social, esteem, and self-actualization
needs
Cont…

self
esteem
Social
Safety
physiology
B. Theory X and Theory Y (Douglas
McGregor)

 Theory X: Assumes that employees dislike


work, lack ambition, avoid responsibility, and
must be directed and coerced to perform.

 Theory Y: Assumes that employees like work,


seek responsibility, are capable of making
decisions, and exercise self-direction and self-
control when committed to a goal.
C. Herzberg’s Two-Factor Theory

 Both Hygiene Factors & Motivators are


Important
 Hygiene Factors: Extrinsic and Related to Dissatisfaction
Salary, Work Conditions, Perks (free dry cleaning,
coffee, snacks, etc.)

• Motivation Factors—Intrinsic and Related to


Satisfaction: Achievement, Responsibility,Growth
D. David 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 Affiliation: The desire for friendly


and close personal relationships.

 Need for Power: The need to make others


behave in a way that they would not have
behaved otherwise.
3.3 contemporary theories of motivation

A. Reinforcement:
 Positive reinforcement: Providing a reward for a
desired behavior
 Negative reinforcement: Removing an unpleasant
consequence when the desired behavior occurs
 *Punishment: Applying an undesirable condition to
eliminate an undesirable behavior
*(NOTE: THIS IS NOT THE SAME AS NEGATIVE
REINFORCEMENT)
B. Self-Efficacy

• An individual’s feeling that s/he can complete a


task (e.g. “I know I can!”) Enhances probability
that goals will be achieved
 Not to be confused with: Self-esteem, which is:
Individuals’ degree of liking or disliking them
selvesor disliking themselves
C. Equity Theory

 Equity Theory: Individuals compare their job


inputs and outcomes with those of others and
then respond to eliminate any inequities
 Referent Comparisons: Self-inside, Self-
outside, Other-inside, Other-outside
Equity and Justice

 Distributive Justice: Perceived fairness of the


outcome (the final distribution) “Who got what?”
 Procedural Justice: Perceived fairness of the
process used to determine the outcome (the final
distribution) “How was who gets what decided?”
 Interactional Justice: The degree to which one
is treated with dignity and respect. “Was I treated
well?”
D. Expectancy Theory (Victor Vroom)

The strength of a tendency to act in a certain


way depends on the strength of an expectation
that the act will be followed by a given
outcome and on the attractiveness of that
outcome to the individual.
Expectancy Theory Relationships

 Effort–Performance Relationship: The probability


that exerting a given amount of effort will lead to
performance.
 Performance–Reward Relationship: The belief
that performing at a particular level will lead to the
attainment of a desired outcome.
 Rewards–Personal Goals Relationship: The
degree to which organizational rewards satisfy an
individual’s goals or needs and the attractiveness of
potential rewards for the individual.
E. Goal-setting theory

 goal-setting theory: A theory that says that


specific and difficult goals, with feedback, lead
to higher performance.
3.3 motivation by job design

 Job Rotation: The periodic shifting of a worker from


one task to another (i.e., cross-train)
 Job Enlargement: The horizontal expansion of jobs
(e.g., sort the mail AND deliver it)
 Job Enrichment: The vertical expansion of jobs –
provides opportunity to plan, execute and evaluate
your own work
3.3.1 Alternative Work Arrangements

 Flextime: Employees work during a common


core time period each day but have discretion in
forming their total workday from a flexible set of
hours outside the core.
 Job Sharing: The practice of having two or
more people split a 40-hour-a-week job
 Telecommuting: Employees do their work at
home on a computer that is linked to their office.
3.3.2 Variable Pay Programs

 Piece Rate Pay Plans: Workers are paid a fixed


sum for each unit of production completed.
 Profit Sharing Plans: Organization-wide
programs that distribute compensation based on
some established formula designed around a
company’s profitability
 Gain Sharing: An incentive plan in which
improvements in group productivity determine the
total amount of money that is allocated.
3.3.3Skill-based Pay Plans

 Pay levels are based on how many skills


employees have or how many jobs they can
do.
• Provides flexible staffing for managers
• Improves communication
• Reduces “protection of territory” mentality
3.3.4Employee Recognition Programs

 Intrinsic rewards: Stimulate Intrinsic Motivation


– Personal attention given to employee
– Approval and appreciation for a job well done
– Growing in popularity and usage
 Benefits of Programs
– Fulfill employees’ desire for recognition
– Encourages repetition of desired behaviors
 Drawbacks of Programs: Susceptible to
manipulation by management
3.3.5 Implications for Managers

 In Order to Motivate Employees


– Recognize individual differences (however, always
remember that motivation is NOT a personality trait)
– Use goals and feedback
– Allow employees to participate in decisions that
affect them
– Link rewards to performance
– Check the system for equity

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