Motivating Behavior: Motivational Framework Motivators

12/1/2021
The Nature of Motivation (1 of 4)
• Motivation
– The set of forces that leads people to behave in
particular ways
• The importance of motivation
Motivating Behavior – Job performance (P) depends upon motivation (M),
ability (A), and environment (E)
 P=M+A+E
© 2020 Cengage. All Rights Reserved. © 2020 Cengage. All Rights Reserved.
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Motivational Framework Motivators

This framework provides a useful way to see how motivational processes
occur. When people experience a need deficiency, they seek ways to satisfy • Intrinsic
it, which results in a choice of goal-directed behaviors. After performing the
behavior, the individual experiences rewards or punishments that affect the  Motivation, attitudes,
original need deficiency. knowledge/skills/abilities (KSAs)
• Extrinsic
 External environment (economic conditions, laws and
regulations, etc.)
 Work environment (supervision, organization, coworkers,
outcomes of performance)
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Needs Theories of Motivation (Content) Process Theories of Motivation
• Basic idea: • Look at the actual process of motivation

– Individuals have needs that, when unsatisfied, will result in – Expectancy theory
motivation – Goal-setting theory
 Maslow’s Hierarchy of Needs – Equity theory
 Alderfer’s ERG theory
 Motivation-Hygiene theory
 McClelland’s Theory of Needs
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The Hierarchy of Needs Evaluation of Maslow’s Hierarchy

Figure 5.2
Maslow’s hierarchy of needs consists of five basic categories of needs. This
figure illustrates both general and organizational examples of each type of
• Lacks research support
need. Of course, each individual has a wide variety of specific needs within • Not intended as a work motivation theory
each category.
• More of a life-stages approach
• One need, a given point in time will dominate
– Actually may be a more flexible hierarchy of lower order
needs and higher order needs.
• Needs vary according to:
 A person’s career stage
 Organizational size
Source: Adapted from Abraham H. Maslow, “A Theory of Human Motivation,” Geographic location

Psychological Review, 1943, vol., 50, pp. 374–396.
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• Alderfer’s ERG theory

– postulates that people have three basic need sets
 Existence needs - material and physiological desires
 Relatedness needs - involve relationships with other people
 Growth needs - motivate people to productivity or creativity
– postulates that several different needs can be operating at
once
– has greater scientific support than Maslow’s hierarchy
 both theories remind managers of the types of reinforcers or
rewards that can be used to motivate people
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Comparison Of Maslow’s Need Hierarchy And

Herzberg’s Motivation-Hygiene Theory
ERG Theory
• Hygiene factors - necessary, but not sufficient, for healthy

adjustment
– Extrinsic factors; context of work
• Motivators - the sources of satisfaction
– Intrinsic factors; content of work
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The Two Factor Theory of Motivation Compare the Early Theories of Motivation
(3 of 7)
Figure 5.3
The traditional view of satisfaction Exhibit 7-2 Comparison of Satisfiers and Dissatisfiers
suggested that satisfaction and
dissatisfaction were opposite ends
of a single dimension. Herzberg’s
Two Factor theory found evidence
of a more complex view. In this
theory, motivation factors affect one
dimension, ranging from
satisfaction to no satisfaction. Other
workplace characteristics, called
“hygiene factors,” are assumed to
affect another dimension, ranging
from dissatisfaction to no
dissatisfaction.
Source: Based on Harvard Business Review, “Comparison of Satisfiers and Dissatisfiers,” An exhibit from One More Time: How
Do You Motivate Employees? by Frederick Herzberg, January 2003. Copyright © 2003 by the Harvard Business School
Publishing Corporation. All rights reserved.
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A new model Process-Based Perspectives… (1 of 3)

Nitin Nohria, Groysberg, Lee
• The equity theory of motivation
– Focuses on the desire to be treated with equity and to
The drive to acquire avoid perceived inequity
-Reward System (linking reward to performance)
 Equity is a perceptual belief that one is being treated
The drive to bond fairly in relation to others (the ratios must be the same)
-Organizational Culture  Inequity is a perceptual belief that one is being treated
The drive to comprehend unfairly in relation to others (the ratios are imbalanced)
-Job Design (Challenging and meaningful work) • The equity comparison
The drive to defend Outcomes Self  Outcomes other 
-(Instilling security by transparency, trust, fairness) compared with
Inputs self  Inputs other 
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Evaluations and Implications

Achieving Balance
• Research findings support predictions of equity theory
• Responses to inequity for responses to inequity.
– Change inputs
• Equity theory offers managers three messages:
– Change outcomes
– Cognitively distort own inputs and outcomes – Everyone in the organization needs to understand the
– Withdrawal bases for rewards.
– Acting on other – People tend to take a multifaceted view of their
– Cognitively distort inputs and outcomes of rewards; they perceive and experience a variety of
other rewards, some tangible and others intangible.
– Change reference groups – People base their actions on their perceptions of
reality.
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EXPECTANCY THEORY
Expectancy Theory
• The theory that individuals act depending on whether their

Instrumentality
effort will lead to good performance, whether good E P Expectancy or P O Theory Valence
performance will be followed by a given outcome, and whether
that outcome is attractive to them. What is the probability What is the probability What value do I place
• The theory focuses on three relationships: that I can perform at that my good performance on the potential
the required level will lead to outcomes? outcomes? (see
– Effort-performance relationship if I try? next slide)
– Performance-reward relationship
– Rewards-personal goals relationship
Effort Performance Outcomes

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Steps to Increasing Motivation, Using What do the process theories suggest about
Expectancy Theory individual motivation?
 Motivational implications of expectancy theory.

Improving Expectancy Improving Valence
Improving Instrumentality – Motivation is sharply reduced when, expectancy,
instrumentality or valence approach zero.
Improve the ability of the Increase the individual
’s belief that
individual to Make sure that the reward is – Motivation is high when expectancy and
performance will lead to reward
perform meaningful to the individual instrumentality are high and valence is strongly
Make
• sure employees have skills •
Observe and recognize performance positive.
for the task •
Deliver rewards as promised Ask employees what rewards
they value
Provide
• training •
Indicate to employees how previous
• reasonable tasks and goals
Assign good performance led to greater Give rewards that are valued
rewards
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Implications for Managers Goal-Setting Theory
 Need to offer employees valued rewards (high valences) • The theory that specific and difficult goals lead to higher
performance.
 Need to insure that if people are willing to put forth effort that – Goals tell an employee what needs to be done and how
you help them succeed. Maintain the E link (Provide tools, much effort will need to be expended.
info, support) – Specific hard goals produce a higher level of output than
does the generalized goal of “do your best.”
 Need to make sure that you follow through with reward – Feedback is critical and acts to guide behavior.
system that is tied to performance. Maintain the I link
(Differential rewards for performance)
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Improving Goal Alignment

Goal Difficulty
• Clarify roles and responsibilities
Organizational Support
Goal Acceptance • Ensure understanding of goal's importance
• Provide necessary resources
Intrinsic Reward
• Review progress
Goal Direct Effort Performance • Involve employee in goal setting
Satisfaction
Individual Ability
& Training Extrinsic Reward
Goal Specificity
Goal Commitment
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What is MBO?
Goal Difficulty
• Attainable
– Never impossible
• Difficult
– Probability of success between .25 and .75
– Easier goals if task is unfamiliar
Key Elements
1. Goal specificity
2. Participative decision making
3. An explicit time period
4. Performance feedback
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Pygmalion in Management
Management by Objectives
Organizational
Objectives • Rosenthal’s experiment
Climate
Divisional Input
Objectives Response opportunity
Feedback
Departmental
Objectives
Set-up-to-fail-Syndrome
Individual
Objectives
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12/1/2021

The Nature of Motivation (1 of 4)

Motivational Framework Motivators

Needs Theories of Motivation (Content) Process Theories of Motivation

• Basic idea: • Look at the actual process of motivation

The Hierarchy of Needs Evaluation of Maslow’s Hierarchy

• Alderfer’s ERG theory

Comparison Of Maslow’s Need Hierarchy And

• Hygiene factors - necessary, but not sufficient, for healthy

A new model Process-Based Perspectives… (1 of 3)

Evaluations and Implications

• The theory that individuals act depending on whether their

Effort Performance Outcomes

 Motivational implications of expectancy theory.

Implications for Managers Goal-Setting Theory

Improving Goal Alignment

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