Describe the five levels of Maslow needs hierarchy
Outline the three areas of Alderfer’s ERG model Differentiate between Hertzberg’s hygiene factors and motivators Contrast McGregor’s Theory X and Theory Y Describe the impact of the three needs of the McClelland Theory Explain the goal-setting theory for motivation
Chapter 5 Copyright 2006 Vandeveer, Mene 1
Learning Outcomes for - Motivation Illustrate the Equity Theory for motivation Illustrate the reinforcement theory in practice Explain the relationship between the three contingencies of Vroom’s expectancy theory Gain a greater understanding of one’s own motivational needs through self assessment
Chapter 5 Copyright 2006 Vandeveer, Mene 2
Motivation Motivation is the willingness of a person to exert high levels of effort to satisfy some individual need or want. The effort is a measure of intensity. Need – Some internal state that makes certain outcomes appear attractive.
Chapter 5 Copyright 2006 Vandeveer, Mene 3
Maslow’s Hierarchy of Needs s eed r N r de erO i gh Self-actualization H Ego or Esteem Needs eed s Social/Belonging Needs erN rd erO Safety/Security Needs w Lo Physical Needs
Chapter 5 Copyright 2006 Vandeveer, Mene 4
Alderfer’s ERG Theory of Motivation
All needs are
Existence operative at one time
Relatedness Growth
Chapter 5 Copyright 2006 Vandeveer, Mene 5
Herzberg’s Motivation-Hygiene Theory
Two independent scales:
Satisfaction and No Satisfaction These are the motivators Dissatisfaction and No Dissatisfaction Hygiene or maintenance factors
Chapter 5 Copyright 2006 Vandeveer, Mene 6
Comparison of Hygiene and Motivators Hygiene Factors Motivators Company policies Recognition Supervision Achievement Work conditions Work itself Salary Responsibility Relationship with peers Opportunity for Status advancement Security Growth
These factors contribute to These factors contribute to
job dissatisfaction. job satisfaction.
Chapter 5 Copyright 2006 Vandeveer, Mene 7
McGregor’s Theory X & Y Theory X Theory Y Managers are pessimistic Managers are more about workers’ optimistic about workers’ capabilities. capabilities. Managers believe people Managers believe people dislike work, seek to enjoy work, willingly avoid responsibility, and accept responsibility, are not ambitious. exercise self-control, Employees must be have the capacity to closely supervised. innovate, and work is as natural as play.
Chapter 5 Copyright 2006 Vandeveer, Mene 8
Chapter 5 Copyright 2006 Vandeveer, Mene 9 McClelland’s Needs Theory The need for Achievement: is the drive to accomplish challenging goals. The need for Power: is the desire to control others; to influence others’ behavior according to one’s wishes. The need for Affiliation: is the desire for close relationships with others.
Chapter 5 Copyright 2006 Vandeveer, Mene 10
Goal Setting Theory A goal is what a person tries to attain, accomplish, or achieve. Goals tell an employee what needs to be done and how much effort will need to be expended. A specific hard goal that is understood and accepted by the individual acts as an internal stimulus. Specific hard goals produce a higher level of output than does the generalized goal of “do your best.” The specificity of the goal itself acts as an internal stimulus. Feedback is critical and acts to guide behavior.
Chapter 5 Copyright 2006 Vandeveer, Mene 11
Equity Theory of Motivation Individuals compare their job inputs and outcomes with those of others and then respond so as to eliminate any inequities. Equity theory recognizes that individuals are concerned not only with the absolute amount of reward for their efforts, but also with the relationship of this amount to what others receive.
Chapter 5 Copyright 2006 Vandeveer, Mene 12
Equity Theory of Motivation
Performance Social Reward
Education Benefits Organizational Level Recognition Tenure/Seniority Actual Pay Gender Perks
INPUTS OUTPUTS
Chapter 5 Copyright 2006 Vandeveer, Mene 13
Equity Theory of Motivation If an imbalance is perceived, what could be done? Change the inputs. Change the outcomes. Look at another measurement. Change one’s self-perception. Choose a different reference point. Choose to leave.
Chapter 5 Copyright 2006 Vandeveer, Mene 14
Reinforcement Theory A counterpoint to the goal-setting theory: In the reinforcement theory, a behaviorist approach argues that reinforcement conditions behavior. Reinforcement theorists see behavior as being behaviorally caused. Reinforcement theory ignores the inner state of the individual and concentrates solely on what happens to a person when he or she takes some action.
Chapter 5 Copyright 2006 Vandeveer, Mene 15
Positive Reinforcement Positive reinforcement means providing a positive response when a person demonstrates the desired behavior. “People tend to that which they get rewarded for doing.” Pat Carrigan, GM Bay City, MI
Chapter 5 Copyright 2006 Vandeveer, Mene 16
Negative Reinforcement Negative reinforcement means rewarding by taking away uncomfortable consequences.
Chapter 5 Copyright 2006 Vandeveer, Mene 17
Punishment and Extinction Punishment is the application of an undesirable consequence for an undesired behavior. Extinction is the reduction in frequency of undesired behavior by removing the reward for such behavior
Chapter 5 Copyright 2006 Vandeveer, Mene 18
Expectancy Theory The strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. The theory focuses on three relationships: effort-performance relationship. performance-reward relationship. reward-personal goals relationship.
Chapter 5 Copyright 2006 Vandeveer, Mene 19
Expectancy Theory Effort-performance relationship: the probability perceived by the individual that exerting a given amount of effort will lead to performance. Performance-reward relationship: the degree to which the individual believes that performing at a particular level will lead to the attainment of a desired outcome. Reward-personal goals relationship: the degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individual.
Chapter 5 Copyright 2006 Vandeveer, Mene 20
Summary Motivation is what makes people go and it is a reaction of some internal stimuli. Motivation towards better performance depends on the satisfaction of needs. Needs are felt and their intensity varies from one person to another, from time to time, and so does the extent to which they are motivating.
Chapter 5 Copyright 2006 Vandeveer, Mene 21
Summary Behavior is learned, earned reward encourages even better performance; thus, reinforcing desired behavior. It is what one does not have that one wants. One works to achieve that which one needs. Therefore, if we know what people need and want; then we know what they will work for, like working for, and work so well to achieve.
Chapter 5 Copyright 2006 Vandeveer, Mene 22
Looking to the Future Read Chapter 6 – Stress Complete the self- assessment