Motivation Concepts

(Chapter – 07)
BY:
STEPHEN P. ROBBINS
AND TIMOTHY A. JUDGE
What is Motivation?
What is Motivation?
oMotivation
• The processes that account for an individual’s intensity,
direction, and persistence of effort toward attaining a
goal.

Key Elements
1. Intensity: How hard a person tries
2. Direction: Toward beneficial goal
3. Persistence: How long a person tries

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Hierarchy of Needs Theory (Maslow)
Hierarchy of Needs Theory
• There is a hierarchy of five needs: physiological, safety,
social, esteem, and self-actualization; as each need is
substantially satisfied, the next need becomes dominant.

Self-Actualization
The drive to become what one is capable of becoming.
 Maslow’s Hierarchy of Needs
o Lower-Order Needs
• Needs that are satisfied
externally; physiological
and safety needs.
E X H I B I T 6–1
o Higher-Order Needs
• Needs that are satisfied
internally; social, esteem
and self-actualization needs.
Video Links:
https://www.youtube.com/watch?v=O-4ithG_07Q
https://www.youtube.com/watch?v=WDN4FBpcxaY
https://www.youtube.com/watch?v=nASV5I_WG3k
Assumptions of Maslow’s Hierarchy
o Movement Up the Pyramid
• Individuals cannot move to the next higher level until
all needs at the current (lower) level are satisfied.
• Individuals therefore must move up the hierarchy in
order.

Maslow Application
A homeless person will not be motivated to meditate!
 Theory X & Theory Y
Douglas McGregor said that managers hold one of two sets of
assumptions about human nature: either Theory X or Theory Y.

• Seeing people as irresponsible • When people as responsible &

& lazy, Theory X manager’s conscientious, managers who
assume the following: follow Theory Y manager’s
assume the following:
1. Employees inherently dislike work &
will try to avoid it. 1. Employees can view work as being as
2. Since employees dislike work, they natural as rest or play.
must be coerced, controlled or 2. When committed to their objectives,
threatened to achieve goals. people will exercise self-direction &
3. Employees avoid responsibilities & self-control.
seek formal direction, if possible. 3. The average person can learn to
4. Most workers place security above all accept, even seek, responsibility.
other work-related factors & will 4. Many workers besides managers
display little ambition. have innovative decision-making
skills.
 Having Little Ambition

Theory X Disliking Work

Managers See Workers as…

Avoiding Responsibility

Self-Directed

Theory Y
Enjoying Work
Managers See Workers as…

Accepting Responsibility
Video Links:
https://www.youtube.com/watch?v=NK8-LhqF4N0
https://www.youtube.com/watch?v=IbYJ2WwbK6I
https://www.youtube.com/watch?v=u2LNeWsQOgQ
 Herzberg’s Two-Factor Theory

Video Link:
https://www.youtube.com/watch?v=KJ8ap4kWPxo
 Comparison of Satisfiers and Dissatisfiers

Factors characterizing events on the

job that led to extreme job Factors characterizing
dissatisfaction events on the job that led to
extreme job satisfaction

Source: Reprinted by permission of Harvard Business Review. An exhibit from One More Time:
How Do You Motivate Employees? by Frederick Herzberg, September–October 1987. Copyright E X H I B I T 6–2
© 1987 by the President and Fellows of Harvard College: All rights reserved.
 Contrasting Views of Satisfaction and
Dissatisfaction
E X H I B I T 6–3

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David McClelland’s Theory of Needs

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Matching High Achievers and Jobs

E X H I B I T 6–4
Self Determination Theory &
Cognitive Evaluation Theory
o Cognitive Evaluation Theory
• Providing an extrinsic reward
for behavior that had been Hint: For this theory,
previously only intrinsically think about how fun it is
rewarding tends to decrease to read in the summer,
the overall level of motivation but once reading is
assigned to you for a
• The theory may be relevant grade, you don’t want
only to jobs that are neither to do it!
extremely dull nor extremely
interesting.
Self Determination Theory &
Cognitive Evaluation Theory
o Self-determination Theory
• A theory of motivation that is concerned with the
beneficial effects of intrinsic motivation and the
harmful effects of extrinsic motivation.

o Cognitive Evaluation Theory

• A version of self-determination theory which holds
that allocating extrinsic rewards for behavior that
had been previously intrinsically rewarding tends
to decrease the overall level of motivation if the
rewards are seen as controlling.
Goal-Setting Theory (Edwin Locke)
o Basic Premise:
• That specific and difficult goals, with self-generated
feedback, lead to higher performance.
o But, the relationship between goals & performance will
depend on:
 Goal commitment “I want to do it & I can do it”
 Task characteristics (simple, well-learned)
 National culture: (Promotion focus, Prevention focus)
 Implementing goal – setting: (Management by objectives)
 Goal setting & ethic
 Goal Setting in Action: MBO Programs
o Management by Objectives (MBO)
• A program that encompasses specific goals,
participative set, for an explicit time period, with
feedback on goal progress
Management By Objectives Key Elements
Programs 1. Goal specificity
•Company wide goals & 2. Participative decision
objectives making
•Goals aligned at all levels 3. An explicit time period
•Based on Goal Setting 4. Performance
Theory feedback
Cascading of Objectives

E X H I B I T 6–1
Linking MBO & Goal-Setting Theory

MBO Goal-Setting Theory

Goal Specificity Yes Yes
Goal Difficulty Yes Yes
Feedback Yes Yes
Participation Yes No
(qualified)
Why MBOs Fail
oUnrealistic expectations about MBO results

oLack of commitment by top management

oFailure to allocate reward properly

oCultural incompatibilities
Self-Efficacy Theory
•An individual’s feeling that s/he can complete a task
(e.g. “I know I can!”)
•Enhances probability that goals will be achieved

Not to be confused with:

Self-esteem, which is:

Individuals’ degree of liking or disliking themselves
Self-Efficacy and Goal Setting
Four Ways of Increasing Self-efficacy Albert Bandura

o Enactive Mastery
o Vicarious Modeling
o Verbal Persuasion
o Arousal

oNote: Basic Premise/Mechanism of Pygmalion and Galatea

Effects

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Reinforcement Theory
o Argues that behavior is a function of its consequences

Assumptions:
• Behavior is environmentally caused.
• Behavior can be modified (reinforced) by providing
(controlling) consequences.
• Reinforced behavior tends to be repeated.
 Social Learning Theory

“Learning new attitudes, skills or behaviors come

from the process of observing others and seeing
the consequences of their behavior.”
Equity Theory
o Equity Theory
• Individuals compare their job inputs and
outcomes with those of others and then
respond to eliminate any inequities

Referent Comparisons:
Self-inside
Self-outside
Other-inside
Other-outside
Equity Theory (cont’d)
E X H I B I T 6–8
Equity Theory (cont’d)

Choices for dealing with inequity:

1. Change inputs (slack off)
2. Change outcomes (increase output)
3. Distort/change perceptions of self
4. Distort/change perceptions of others
5. Choose a different referent person
6. Leave the field (quit the job)
Equity Theory (cont’d)

Propositions relating to inequitable pay:

1. Over-rewarded hourly employees produce more than
equitably rewarded employees.
2. Over-rewarded piece-work employees produce less,
but do higher quality piece work.
3. Under-rewarded hourly employees produce lower
quality work.
4. Under-rewarded employees produce larger quantities
of lower-quality piece work than equitably rewarded
employees.
Justice and Equity Theory
Three Types of Justice
oDistributive Justice
• Perceived fairness of the outcome (the final distribution)
“Who got what?”
oProcedural Justice
• Perceived fairness of the process used to determine the outcome
(the final distribution)
 “How was who gets what decided?”
oInteractional Justice
• The degree to which one is treated with dignity and respect.
“Was I treated well?”

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Expectancy Theory
o Bottom Line
• All three links between the boxes must be intact or
motivation will not occur. Thus,
Individuals must feel that if they try, they can perform
If they perform, they will be rewarded and
When they are rewarded, the reward will be
something they care about.

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 Ethical Values and
Behaviors of Leaders
Integrating Contemporary Theories of Motivation
Thank You!

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