Motivation

Sub-topics What is motivation The process of motivation Four classical theories of motivation Maslow’s Hierarchy of Needs theory Hertzberg’s 2-factor theory Alderfer’s ERG theory

Sub-topics Mclelland’s Needs theory Two modern theories of motivation Adam’s Equity theory Vroom’s Expectancy theory Practical application of theories

1. What is motivation An internal process through which a person’s behaviour is adjusted towards the achievement of his goals, the accomplishment of which results in his motivation There are 3 major elements: - Direction (which is the goal / target) - Depth (how hard the person is trying) - Duration (for how long the person is trying)

2. The process of motivation Needs → Depth → Motive → Action / behaviour → Successful effort → Satisfaction of need → Reduction / elimination of need → Change in the environment → (new) Needs

3. Four classical theories of motivation Maslow Hertzberg Alderfer McClelland Higher level needs Lower level needs Responsibility, Advancement, Growth Achievement Recognition Quality of Interpersonal Relations Working Conditions Salary/Security Self-Actualization Esteem Belongingness Safety and security Physiological Growth Existence Relatedness Need for Achievement Need for Power Need for Affiliation Motivation factors Hygiene factors 6

4. Maslow’s Hierarchy of Needs theory

5. Hertzberg’s 2-factor theory HYGIENE FACTORS (JOB ENVIRONMENT) MOTIVATION FACTORS (JOB CONTENT) Policies Supervision Relationships (with all levels of the hierarchy) Security Conditions Salary Position DISATISFACTION – NO DISATISFACTION Achievement Recognition Possibility for growth Possibility for promotion Interesting job Responsibilities NO MOTIVATION - MOTIVATION

5. Hertzberg’s 2-factor theory TRADITIONAL APPROACH MOTIVATION << -------------- >> DISATISFACTION HERTZBERG’S APPROACH MOTIVATION << ----------------- >> NO MOTIVATION DISATISFACTION << ----------- >> NO DISATISFACTION

6. Alderfer’s ERG theory Three types of needs - Existence - Relatedness - Growth Motivation is possible by satisfying 2+ needs Not satisfying lower-level needs means more attention is drawn on satisfying higher-level needs

7. Mclelland’s Needs theory Three types of needs - Achievement: people achieve the most when the prospect of success is around 50%; goals that necessitate a reasonable amount of effort and which contain a reasonable amount of challenge - Power: the way we would like other people (especially in positions of power) to behave towards us - Affiliation: the social, informal aspect of organisations

8. Two modern theories of motivation Adam’s Equity theory - Our own perception of justice / injustice, considering the situation of people on the same job / hierarchical level Vroom’s Expectancy theory - What we expect to get based on our perception of our effort / performance

9. Adam’s Equity theory Four possible ways of dealing with (perceived) injustice - When a person, based on a per hour system of pay, realises that he is paid more money than other people in the same position, then he tries to increase his effort / productivity - Based on a similar line of thinking, if productivity is based on actual number of products, then this person tries to increase the quality of the products

9. Adam’s Equity theory - When a person believes that he is paid less than other people in the same position, then he decreases his effort / productivity or the quality of the products - When the feeling of injustice is too intense, then a person might increase his absences or even quit → Motivation is affected by the person’s (correct / wrong, objective / subjective) perception about his own effort / pay in relation to those of other people

9. Adam’s Equity theory Experiences of an employee - Within the organisation - Outside the organisation - With other employees within the organisation - With other employees outside the organisation

10. Vroom’s Expectancy theory Vroom argues that an employee is motivated when he believes that - The increase of his effort will lead to - An increase in his performance, which in turn will lead to - An increase in rewards that matter for him Motivation is therefore the expectation that an increase in performance will lead to an increase in rewards

10. Vroom’s Expectancy theory Four stages, 3 relationships

11. Practical application of theories Participatory management Payment based on performance Flexible rewards Alternative schedules of work (re) Planning of work