Examples of “Classic” Theories of Work Motivation (Mobilization?) Needs theories Maslow’s hierarchy of needs Herzberg’s two factor theory Aldefer’s ERG Theory Process theories Expectancy Goal Setting Equity

Ways of categorizing these theories Content theories (fix the individual)  More internally focused: Try to explain the internal factors (such as needs) in human beings that may lead someone to be motivated or de-motivated Process theories (address the situation)  More externally focused: Try to explain the external or contextual factors and processes that may lead someone to be motivated or de- motivated

Prentice Hall, 2001Chapter 63 Maslow’s Need Theory Self Esteem Social Safety Physiological Little empirical support

Aldefer’s ERG Theory Similar to Maslow’s needs hierarchy model BUT three (3) categories instead of five (5) and doesn’t argue that people could move up (fulfilment progression) or down (frustration regression) the needs hierarchy E XISTENCE NEEDS R ELATEDNESS NEEDS E XISTENCE NEEDS Material needs which are satisfied by the environment ie food, water, pay, fringe benefits and working conditions Involve relationships with ‘significant; others eg co- workers, superiors, subordinates, family and friends Development of whatever abilities and capabilities are important to the individual Most concreteLeast concrete

Questionnaire What’s important to you at work?

Contrasting Views of Satisfaction and Dissatisfaction SatisfactionDissatisfaction Traditional view SatisfactionNo satisfaction Herzberg's “two factor” view No dissatisfactionDissatisfaction Hygiene Factors Motivators

Herzberg’s Two-Factor Theory Links motivation and job satisfaction—with the idea that people seek satisfaction Two factors  Hygiene factors  Motivators Hygiene factors  When present they do not motivate, but when absent they de-motivate Motivators  Things that truly do motivate

Dissatisfaction and demotivation Not dissatisfied but not motivated Positive satisfaction and motivation Hygiene Factors Company policies Quality of supervision Relations with others Personal life Rate of pay Job security Working conditions Motivational Factors Achievement Career advancement Personal growth Job interest Recognition Responsibility Herzberg’s Two-Factor Theory

Herzberg says: “If they will give you the money, take it.”

Needs Theories Maslow Herzberg Hygiene Motivators Factors Social Safety Physiological Self-Actualisation Esteem

McClelland’s Acquired Needs  Need for Achievement is the desire to do something better, to solve problems, or to master complex tasks.  Need for Power is the desire to control, influence, or be responsible for other people.  Need for Affiliation Is the desire to establish and maintain good relations with other people.

A comparison of content theories MaslowAlderferHerzbergMcClelland Self- actualization GrowthMotivatorsnAch nPower Esteem BelongingnessRelatedness Hygiene factors nAff Safety Existence Physiological

How Expectancy (Process) Theory Works Expectancy Effort - Performance Link E=0 No matter how much effort you put in, probably not possible to memorize the text in 24 hours Instrumentality Performance - Rewards Link I=0 Your tutor does not look like someone who has S1 million Valence Rewards - Personal Goals Link V=1 There are a lot of wonderful things you could do with $1 million Your prof offers you $1 million if you memorize the textbook by tomorrow morning. Conclusion: Though you value the reward, you will not be motivated to do this task.

Goal Setting (Process) Theory Goals Specific Difficult Accepted Effects on Person Directs attention Energises Encourages persistency New strategies developed Feedback Performance

Equity Theory  Explains how social comparisons can motivate individual behavior  Any perceived inequities will motivate us to behave in a manner that will change them  Wants and Gets in balance

ELI the motivator FIX THE JOB AND YOU JUST MIGHT HAVE BETTER WORK OUTCOMES GIVE SOMEONE A BAD JOB AND THEY WILL LIVE UP TO YOUR EXPECTATIONS (BFI = one person garbage crew)

Core job dimensions Critical psychological states Personal and work outcomes Hackman & Oldham’s Job Characteristics Model 5 DIMENSIONS3 STATES MANY OUTCOMES

Core Job Dimensions  Skill variety  Task identity  Task significance  Autonomy  Feedback Motivating Potential Score (MPS) MPS = Skill + Task + Task variety identity significance X Autonomy X FB 3

Hackman & Oldham’s Job Characteristics Model Skill variety Experienced High internal Task identity meaningfulness motivation Task significance of the work High-quality performance Autonomy Experienced responsibility High satisfaction for outcomes Feedback Knowledge of results Low absenteeism & turnover Employee growth-need strength Core Job Dimensions Critical Psychological State Outcomes.

Improving Job Design Job Enlargement - horizontal loading Job Enrichment - vertical loading Job Rotation - cross-training Team-based designs