Chapter 4

Objectives Explain the basic theories of motivation Understand and recognize McClelland’s three needs Gain insight into your own motive patterns Explain how managers can direct employee motivation Identify job characteristics related to motivation Describe five methods of job redesign

Physiological Security Social Belonging Self-esteem Self-actualization Maslow’s Hierarchy of Needs

Herzberg’sTwo-Factor Approach to Motivation MotivatingFactorsHygieneFactors

McClelland’s Theory of Needs Need for Achievement(n-Ach) Achievement(n-Ach) Power(n-Pow) Power(n-Pow) Affiliation(n-Aff) Affiliation(n-Aff)

McCLELLAND’S THEORY OF MOTIVATION POWER - the need to influence and lead others and be in control of one’s environment AFFILIATION - the desire for friendly and close interpersonal relationships ACHIEVEMENT - the need to accomplish goals, excel, and strive continually to do things better

TWO FACES OF POWER SOCIALIZED POWER - The use of power for the good of others PERSONALIZED POWER - An unsocialized concern for personal dominance

CHARACTERISTICS OF PEOPLE WITH HIGH N-POW Competitive and aggressive Interested in prestige possessions Prefer action situations Belong to various groups and tend to be officers in those groups Preoccupied with their reputation, influence, and impact

TWO FACES OF AFFILIATION Affiliative Interest - A concern for interpersonal relationships, but not at the expense of goal-oriented behavior Affiliative Assurance - A concern with obtaining assurance about the security and strength of one’s relationships and with avoiding rejection.

CHARACTERISTICS OF PEOPLE WITH HIGH N-ACH Want to be personally responsible for their success or failure Prefer situations of moderate risk Like to receive immediate feedback