Motivation

Outline
- Concept
- Nature of Motivation
- Theories of Motivation
- Classical and Contemporary
- Current Issues in Motivation
- Cross Cultural Challenges.
 What Is Motivation
• Motivation in management refers to the steps
managers can take to inspire their teams to
achieve more and support their workplace
experience. When a company has managers who
motivate their teams, they may find an overall
increase in productivity and achievement.
• Motivation is the process that initiates, guides,
and maintains goal-oriented behaviors.
• Drivers of Motivation: Achievement, Power,
Affiliation, Security and Adventure
 Early Theories of Motivation
• Maslow’s Hierarchy of Needs Theory
• McGregor’s Theory X and Theory Y
• Herzberg’s Two-Factor Theory
 Maslow’s Hierarchy of Needs Theory

• Maslow's hierarchy of needs is a motivational theory

in psychology comprising a five-tier model of human
needs, often depicted as hierarchical levels within a
pyramid.
• From the bottom of the hierarchy upwards, the
needs are: physiological (food and clothing), safety
(job security), love and belonging needs (friendship),
esteem, and self-actualization.
• Needs lower down in the hierarchy must be satisfied
before individuals can attend to needs higher up.
Maslow’s Hierarchy of Needs Theory
 Maslow’s Hierarchy of Needs Theory
1. Physiological needs: A person’s needs for food, drink,
shelter, sex, and other physical requirements.
2. Safety needs: A person’s needs for security and protection
from physical and emotional harm, as well as assurance that
physical needs will continue to be met.
3. Social needs: A person’s needs for affection, belongingness,
acceptance, and friendship.
4. Esteem needs: A person’s needs for internal esteem factors
such as self-respect, autonomy, and achievement and external
esteem factors such as status, recognition, and attention.
5. Self-actualization needs: A person’s needs for growth,
achieving one’s potential, and self-fulfillment; the drive to
become what one is capable of becoming.
McGregor’s Theory X and Theory Y
McGregor’s Theory X and Theory Y
• Theory X is a negative view of people that
assumes workers have little ambition, dislike
work, want to avoid responsibility, and need
to be closely controlled to work effectively
• Theory Y is a positive view that assumes
employees enjoy work, seek out and accept
responsibility, and exercise self-direction.
 Herzberg’s Two-Factor Theory
• The two-factor theory (also known as
Herzberg's motivation-hygiene theory and
dual-factor theory) states that there are
certain factors in the workplace that cause job
satisfaction while a separate set of factors
cause dissatisfaction, all of which act
independently of each other.
 Herzberg’s Two-Factor Theory
• Two-factor theory proposes that intrinsic
factors are related to job satisfaction, while
extrinsic factors are associated with job
dissatisfaction.
Herzberg’s Two-Factor Theory
Herzberg’s Two-Factor Theory
 Contemporary Theories of Motivation

• Goal-Setting Theory
• Reinforcement Theory
• Job Characteristics Model
• Equity Theory
• Expectancy Theory
 Goal-Setting Theory
• Gene Broadwater, coach of the Hamilton High
School cross-country team, gave his squad
these last words before they approached the
starting line for the league championship race:
“Each one of you is physically ready. Now, get
out there and do your best. No one can ever
ask more of you than that.”
 Goal-Setting Theory
• The proposition that specific goals increase
performance and that difficult goals, when
accepted, result in higher performance than
do easy goals
 Goal-Setting Theory
• Studies on goal setting have demonstrated that
specific and challenging goals are superior
motivating forces.
• Goal setting theory applies to those who accept and
are committed to the goals. Difficult goals will lead
to higher performance only if they are accepted.
• Goal setting theory provides for self-feedback
(internal locus of control) that guides behavior and
motivates performance (self- efficacy).
 Reinforcement Theory
• Reinforcement theory says that behavior is a
function of its consequences. Those
consequences that immediately follow a
behavior and increase the probability that the
behavior will be repeated are called
reinforcers.
 Reinforcement Theory
• According to B. F. Skinner,
people will most likely engage in desired
behaviors if they are rewarded for doing so.
These rewards are most effective if they
immediately follow a desired behavior; and
behavior that isn’t rewarded, or is punished, is
less likely to be repeated.
 Equity Theory
• The theory that an employee compares his or
her job’s input–outcomes ratio with that of
relevant others and then corrects any inequity.
• The referent—the other persons, systems, or
selves individuals compare themselves against
in order to assess equity—is an important
variable in equity theory
 Equity Theory
Distributive justice
• The perceived fairness of the amount and allocation of
rewards among individuals (i.e., who received what).
– Influences an employee’s satisfaction.
Procedural justice
• The perceived fairness of the process use to determine
the distribution of rewards (i.e., how who received
what).
– Affects an employee’s organizational commitment.
Equity Theory
 Expectancy Theory
• The theory that an individual tends to act in a
certain way based on the expectation that the
act will be followed by a given outcome and
on the attractiveness of that outcome to the
individual
 Expectancy Theory
1. Expectancy or effort–performance linkage is the
probability perceived by the individual that exerting a given
amount of effort will lead to a certain level of performance.
2. Instrumentality or performance–reward linkage is the
degree to which the individual believes that performing at a
particular level is instrumental in attaining the desired
outcome.
3. *Valence or attractiveness of reward is the importance an
individual places on the potential outcome or reward that
can be achieved on the job. Valence considers both the
goals and needs of the individual
*Valence refers to the emotional orientations people hold with respect to outcomes [rewards]. The depth of the want of an
employee for extrinsic [money, promotion, time-off, benefits] or intrinsic [satisfaction] rewards)
Expectancy Theory