Motivation

1
Motivation Reward

• What do we mean by work motivation ?
• How have previous theoretical perspectives on
  work motivation contributed to our current
  understanding of this topic ?
• What practical implications does motivation
  theory have for the practising manager ?

2
Definition

• Motivation is that which energises, directs and
  sustains behaviour
• (Steers Porter 1979)

3
Early Perspectives

• The heart-lung approach.
• Money Motivation
• Happy workers Productive workers.

4
Early (Content) Theories

• Need/Drive Theories
• Maslow (1943) Hierarchy of needs. 5 Levels
• Process Fulfilment-Progression
• Herzberg (1966) Two Factor Theory
• Motivation Factors Hygiene Factors
• Alderfer (1969) Condensed hierarchy. 3 Levels
  
• Process Fulfilment-Progression
  Frustration-Regression

5
Early (Content) Theories

• Need/Drive Theories
• Murray (1938) 20 Needs
• McClelland (1955) Need for achievement,
  affiliation, power and competence.
• McGregor (1960) Theory X vs Theory Y

6
Early (Content/Process) Theories

• Learning Theories
• Classical Conditioning
• J.B. Watson (1920) Stimulus/Response
• Reinforcement
• B.F. Skinner (1940) Reward/Punishment
• Social/Observational
• A. Bandura (1960) Vicarious experiences.

7
(Process/Cognitive) Theories

• Equity Theory
• Adams (1965) Balance, Social comparisons.
• Goal Setting Theory
• Locke (1968) Human behaviour is purposeful.
• Expectancy (Instrumentality) Theory
• Porter Lawler (1969) Ef E x I x V
• Expectancy Instrumentality Valence.

8
Practical Applications

• Needs Theories
• Assessment of individual needs.
• Matching organisational and individual needs.
• Behavioural Theories
• Reinforcement of desired behaviours/outcomes.
• Individual relevance of reinforcer.

9
Practical Applications

• Equity Theory
• Equitable input/output ratios.
• Establish appropriate significant other.
• Goal Setting Theory
• Clearly defined objectives.
• Challenging - Achievable.
• Establish goal commitment.
• Accurate, specific and timely feedback.

10
Practical Applications

• Expectancy/Instrumentality Theory
• Availability of valued outcomes.
• Establish clear and transparent links between
  effort and performance. (Facilitation/Training)
• Establish clear and transparent links between
  performance and valued outcomes.

11
Contact Details

• William J.R. Anderson
• School of Psychology
• University of Ulster
• Magee Campus
• Tel [phone]
• Email wjr.anderson_at_ulster.ac.uk