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3-Contemporary Theories of Motivation-Lec4
3-Contemporary Theories of Motivation-Lec4
3-Contemporary Theories of Motivation-Lec4
of Motivation
Gonzalo Campuzano
Enrique Flores
OUTLINE
Introduction
Early Theories of Motivation (Overview)
Goal Setting Theory
MBO Programs
Equity Theory
Expectancy Theory
Integrating Contemporary Theories of Motivation
References
Questions & Answers
As cited in D. Jones, Firms spend Billions to Fire Up Workers With Little Luck,
USA Today, May 10, 2001
INTRODUCTION
Motivation is the result of the interaction of the
individual and the situation.
Individuals differ in their basic motivational drive.
EARLY THEORIES
OF MOTIVATION
1950s:
GOAL-SETTING THEORY
Goals tell an employee what needs to be done
and how much effort will need to be expended.
In order to increase performance:
MBO PROGRAMS:
Putting Goal-Setting T. Into Practice
Goal specification.
Participation in decision making.
An explicit time period.
Performance feedback.
Fujitsu
EQUITY THEORY
EQUITY THEORY
EQUITY THEORY:
Conclusions
EXPECTANCY THEORY
Indivudual
Effort
Individual
Performance
Organizational
Rewards
Personal
Goals
1. Effort-performance.
2. Performance-reward.
3. Rewards-personal goals.
EXPECTANCY THEORY
Giving maximum effort not always means being
recognized.
Good performance appraisal not always leads to
organizational rewards.
Rewards are not always found attractive by
employees:
EXPECTANCY THEORY:
Conclusions
INTEGRATING CONTEMPORARY
THEORIES OF MOTIVATION
Performance
Evaluation
Criteria
Ability
Opportunity
Indivudual Effort
Objective
Performance
Evaluation
System
Individual
Performance
Organizational
Rewards
Reinforcement
Personal
Goals
Dominant
Needs
Job Design
High Achievement
Need
Equity Comparison/
Organizational Justice
O O
:
I A IB
Ability
Opportunity
Indivudual Effort
Objective
Performance
Evaluation
System
Performance
Evaluation
Criteria
Individual
Performance
Organizational
Rewards
Reinforcement
Personal
Goals
Dominant
Needs
REFERENCES
Robbins and Judge, Organizational Behavior, 12th Edition, Pearson
Prentice Hall, 2007.
D. Jones, Firms spend Billions to Fire Up Workers With Little Luck, USA
Today, May 10, 2001
[1] T.R. Mitchell, Matching Motivational Strategies with Organizational
Contexts, Research in Organizational Behavior, vol. 19, pp 60-62
P.C. Early, P. Wojnaroski, and W. Prest, Task Planning and Energy
Expended: Explorations of How Goals Influence Performance, Journal of
Applied Psychology, Feb 1987.
J. Greenberg and S. Ornstein, High Status Job Title as Compensation for
Underpayment: A Test of Equity Theory, Journal of Applied Psychology,
May 1983.