Chapter 6 Motivation

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Chapter 6 Motivation
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• 1.outline the basic motivation process
• 2.describe Maslows hierarchy of need theory
• 3.contrast theory X and theory Y
• 4.differentiate motivators from hygiene factors
• 5.list the characteristics that high achievers
  prefer in a job
• 6.contrast reinforcement and goal-setting
  theories
• 7.explain equity theory
• 8.clarify the key relationships in expectancy
  theory

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1 what is motivation?

• Unsatisfied Tension Drives
  Search
• need
  behavior
• Satisfied Reduction
• need of tension
• Basic Motivation Process

tension
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2 Early theories of motivation

• 2.1 Hierarchy of needs theory
• 
  higher-order
• self-actualization
  internally
• esteem
• social
  
• safety
  lower-order
• 
  physiological externally
• Maslows hierarchy of need
  theory
• (????????)
  

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• Alderfers ERG theory
• Existence (safety physiological)
• Relatedness (social)
• Growth (esteem self-actualization)

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• 2.2 theory X and theory Y
• Douglas McGregor
• Two distinct views of human beings
• basically negativetheory X
• basically positivetheory Y

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• 2.3 two-factor theory(?????)
• motivation-hygiene theory
• Question
• What do people want from their job?
• He asked people to describe, in detail, situation
  in which they felt exceptionally good or bad
  about their jobs.

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• Hygiene factors affect Motivator
  factor affect
• job dissatisfaction job
  satisfaction
• Quality of supervision Promotional
  opportunities
• Pay
  Opportunities for personal
• 
  growth
• Company policies Recognition
• Physical working conditions Responsibility
• Relations with others Achievement
• Job security
• high job dissatisfaction 0
  job satisfaction high

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• Satisfaction Dissatisfaction
• Satisfaction No Satisfaction
• Dissatisfaction No Dissatisfaction

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• The factors leading to job satisfaction are
  separate and distinct from those that lead to job
  dissatisfaction.
• Managers who seek to eliminate factors that can
  create job dissatisfaction may bring about peace
  but not necessarily motivation.
• Hygiene factors when theyre adequate, people
  will not be dissatisfied neither will they be
  satisfied.
• Motivation factors satisfied,
• intrinsically
  rewarding

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• Criticisms

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3 contemporary theories of motivation

• 3.1 McClellands theory of needs
• Three major relevant motives or needs in the
  workplace
• Need for achievement (nAch)
• Need for power (nPow)
• Need for affiliation (nAff)

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• First, individuals with a high nAch prefer job
  situation with personal responsibility, feedback,
  and an intermediate degree or risk.
• Second, a high nAch does not necessarily lead to
  being a good manager, especially in large
  organizations.
• Third, the best managers are high nPow and low
  nAff.
• Last, employees have been successfully trained to
  stimulate their achievement need.

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• 3.2 Goal-Setting theory(??????)
• Intentions (goals) can be a major source of work
  motivation.
• Specific goals increased performance
• Difficult goals higher performance?
• The specificity of the goal itself acts as an
  internal stimulus.

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• If employee have the opportunity to participate
  in the setting of their own goals, will they try
  harder?
• A major advantage of advantage of participation
  may be in increasing acceptance of the goal
  itself as a desirable one to work toward.

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• 3.3 Reinforcement theory(????)
• A behavioristic approach
• reinforcement conditions behavior
• What controls behavior are reinforce any
  consequences that ,when immediately following a
  response, increase the probability that the
  behavior will be repeated.

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• People will exert more effort on tasks that are
  reinforced than on tasks that are not?

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• 3.4 Equity theory(????)
• Center---- relative reward
• There is ample evidence for us to conclude that
  employees compare their own job inputs and
  outcomes with those of others and that inequities
  can influence the degree of effort that employee
  exert.

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• Equity theory says that employee weigh what they
  put into a job situation (input) against what
  they get from it (outcome) and then compare their
  inputout come ratio with the input outcome
  ratio of relevant others.
• If the ratios are unequal, inequity exist that
  is, the employees tend to view themselves as
  underrewarded or overrewarded.

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• When inequities occur, employee will attempt to
  correct them.

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• Three referent categories
• other system self
• Other other individuals
• System pay policies and procedures
• administration
• Self input outcome ratios

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• Five choices
• Four propositions relating to inequitable pay

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• 3.5 Expectancy theory(????)
• Victor Vroom
• Expectancy theory argues that the strength of a
  tendency to act in a certain way depends on the
  strength of an expectation that the act will he
  followed by a given outcome and on the
  attractiveness of that outcome to the individual.

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• Three variables
• Attractiveness
• Performance / reward linkage
• Effort/ performance linkage
• 1 2
  3

Individual effort
Individual performance
Organizational rewards
Individual goals