Motivation: Theory & Practice

Lesson Objective Theories of Motivation The Role of Money 1

Content Theories Maslow’s Hierarchy of Need Alderfer’s ERG Theory McClelland’s Need for Achievement Herzberg’s Two Factor Theory 3

Theories of Motivation Content Theories Identifies a list of things that motivate behavior Process Theories Identifies how behavior is initiated, sustained, and terminated. 2

Maslow Self- Actualization Esteem Affiliation Security Physiological 4

Maslow A satisfied need ceases to motivate behavior Several needs affect a person’s behavior at any one time Lower level needs must be satisfied before higher level needs are activated More ways to satisfy higher level needs than lower level needs

Maslow Fulfillment off the Job Need Hierarchy Fulfillment on the Job Education, religion,hobbies personal growth Self-Actualization Needs Opportunities for training, advancement, growth, and creativity Approval of family, friends, community Esteem Needs Recognition, high status, increased responsibilities Family, friends, community groups Belongingness Needs Work groups, clients,coworkers, supervisors Freedom from war, pollution, violence Safety Needs Safe work,fringe benefits, job security Food, water, shelter Physiological Needs Heat, air, base salary

Needs Hierarchy Theory Alderfer Needs Hierarchy Theory ERG Theory Alderfer’s model has three sets of needs conceptualized as a continuum. Adds frustration-regression process to Maslow’s model Somewhat more research support than Maslow’s theory Self- Actualization Growth Esteem Belongingness Relatedness Safety Existence Physiological 5

McClelland nAch - Need for achievement nPow - Need for Power nAff - Need for Affiliation entrepreneurs managers Social 5

Herzberg Hygiene Factor Working conditions, salary, wages, co-workers, job security, vacation days, sick days, health insurance. (Context) 6

Herzberg Motivators The job itself, achievement, recognition, responsibility. (Content) 7

Process Theories Vroom’s VIE Adams’ Equity Locke’s Goal Setting Theory 8

Vroom Valence : perceived value of reward Instrumentality : perceived relationship between behavior and outcomes Expectancy : belief that effort will lead to performance 9

Vroom Outcome 1 Effort Performance Outcome 2 Outcome 3 E-to-P Expectancy P-to-O Expectancy Outcomes & Valences Outcome 1 + or - Effort Performance Outcome 2 + or - Outcome 3 + or - 9

Vroom Increasing the E-to-P expectancy training, selection, resources, clarify roles, provide coaching and feedback Increasing the P-to-O expectancy Measure performance accurately, clarify outcomes, explain how rewards are based on past performance, provide examples Increasing outcome valences Use valued rewards, individualize rewards, minimize countervalent outcomes

Adams Outcomes vs. Inputs Relevant Other Inequity is stress. Stress is Motivation 10

Adams Overreward Inequity Underreward Inequity Comparison Other You Outcomes Inputs Overreward Inequity Outcomes Inputs Underreward Inequity

Adams Individual perceives inequality Individual experiences tension wants to reduce tension Individual takes action

Adams: Dealing with Perceived Inequity Actually change inputs Actually change outcomes Mentally distort inputs or outcomes Leave organization or transfer to another department Change the reference group Distort others’ inputs or outcomes

Locke Goal Setting Theory Goals effect intentions Goals are Specific, Difficult, Accepted 11

Locke Specific Relevant Challenging Task Effort Task Performance Commitment Participation Feedback

Locke Task Performance Goal Difficulty High Area of Optimal Goal Low Moderate Challenging Impossible Goal Difficulty

Money And Motivation Valence Stability Effect on Performance Primary vs. Secondary 13