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Motivation

Motivation
• Defined as the psychological forces within a
person that determine:
1) direction of behavior in an organization;
2) the effort or how hard people work;
3) the persistence displayed in meeting goals.
– Intrinsic Motivation: behavior performed for its
own sake.
• Motivation comes from performing the work.
– Extrinsic Motivation: behavior performed to
acquire rewards.
• Motivation source is the consequence of an action.

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Outcomes & Inputs

– Regardless of the source of motivation, people seek

outcomes.
• Outcome: anything a person gets from a job.
– Examples include pay, autonomy, accomplishment.
– Organizations hire workers to obtain inputs:
• Input: anything a person contributes to their job.
– Examples include skills, knowledge, work behavior.
– Managers thus use outcomes to motivate workers
to provide inputs.

Motivation Equation
Figure 12.1

Inputs from Outcomes

Organizational Performance received by
members members

Time
Contribute to Pay
Effort
organization Job Security
Education
efficiency, Benefits
Experience
effectiveness Vacation
Skills
and Autonomy
Knowledge
attain goals Responsibility
Work Behav.

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Drive

Need Want

Behavior Goal

Motivational Strength
• Drive Theory
– Motivation depends on intensity of biological
needs

• Expectancy Theory
– Motivation depends upon expectations of
positive outcomes

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Motivation - Herzberg’s Two-Factor Theory

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Mc Clelland’s Trio of Needs Theory

Another psychologist, Mc Clelland proposed a
theory of Motivation that has come to be known
as the Three Need Theory or the Trio of Needs
Theory or the Learned Needs Theory.
According to him, an individual’s needs are acquired
over time and are learned and accordingly
shaped by ones’ life experiences. These needs
can be classified into three categories, and thus
constitute the Trio, viz., Needs for power (nPow),
affiliation (nAff) and achievement (NAch).

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Trio of Needs
a) Needs for power (nPow): this refers to a
desire within a person to control others (like
people, situations, object etc).
b) Need for affiliation (nAff): this refers to a
desire for friendship, belongingness and social
acceptance.
c) Need for achievement (nAch): this refers to a
desire and pride for accomplishment and
success.

Needs Examples:
Segmentation & Positioning Strategies
- Need to exert control over other persons,
Need for objects, situations.
Power

(nPow)

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Needs Examples:
Segmentation & Positioning Strategies
Need for - Need for social belongingness and
Affiliation acceptance

(nAff)

Needs Examples:
Segmentation & Positioning Strategies
Need for - Need for accomplishment and excellence
Achievement

(nAch)

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Douglas McGregor
Theory X & Y 1906-1964
Theory X Assumptions Theory Y Assumptions

• Dislike work –will avoid it • Do not dislike work

• Must be coerced, controlled,
directed, or threatened with
punishment
• Prefer direction, avoid
responsibility, little ambition,
want security
• Self direction and self control
• Seek responsibility
• Imagination, creativity widely
distributed
• Intellectual potential only
partially utilized

Douglas McGregor Theory X & Y

• Few companies today still use Theory X

• Many are trying Theory Y techniques

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Expectancy, Instrumentality, & Valence

– Expectancy is the perception that effort (input) will
result in a level of performance.
• You will work hard if it leads to high performance.
– You would be less willing to work hard if you knew that the best
you would get on a paper was a D regardless of how hard you
tried.
– Instrumentality: Performance leads to outcomes.
• Workers are only motivated if they think performance
leads to an outcome.
– Managers should link performance to outcomes.
– Valence: How desirable each outcome is to a
person.
• Managers should determine the outcomes workers want
most.

High Motivation:

• According to the Expectancy Theory, high

motivation results from high levels of
Expectancy, Instrumentality, & Valence.
– If just one value is low, motivation will be low.
– This means that even if desired outcomes are
closely link to performance, the worker must feel
the task is possible to achieve for high motivation to
result.
– Managers need to consider this relationship to build
a high performance firm.

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Expectancy Theory
Figure 12.3

High Expectancy High High Valence

Instrumentality
(Worker desires the
(Worker knows that
(Worker perceives that outcomes resulting
if they try, they can
high performance from high
perform)
leads to outcomes) performance)

High
Motivation

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