Motivation

The Meaning of Motivation

Primary Motives Human motives are variously called physiological, biological, unlearned, or primary. Two criteria must be met in order for a motive to be included in the primary classification: It must be unlearned, and it must be physiologically based. Even though the brain pathways will be developed in different ways and people develop different appetites for the various physiological motives, they will all have essentially the same primary needs.

General Motives The Curiosity, Manipulation, and Activity Motives The Affection Motive

Secondary Motives The Power Motive The Achievement Motive Moderate Risk Taking Need for Immediate Feedback Satisfaction with Accomplishments Preoccupation with the Task

Secondary Motives The Affiliation Motive The Security Motive (Continued) The Affiliation Motive The Security Motive The Status Motive Intrinsic versus Extrinsic Motives

Work-Motivation Approaches

The Content Theories of Work Motivation Maslow’s Hierarchy of Needs Herzberg’s Two-Factor Theory of Motivation Relation to Maslow’s Need Hierarchy Contribution to Work Motivation Critical Analysis of Herzberg’s Theory Alderfer’s ERG Theory

The Content Theories of Work Motivation (Continued)

The Content Theories of Work Motivation (Continued)

The Content Theories of Work Motivation (Continued)

Herzberg’s Two-Factor Theory Hygiene Factor – work condition related to dissatisfaction caused by discomfort or pain maintenance factor contributes to employee’s feeling not dissatisfied contributes to absence of complaints 9 11

Herzberg’s Two-Factor Theory Hygiene Factor – work condition related to dissatisfaction caused by discomfort or pain maintenance factor contributes to employee’s feeling not dissatisfied contributes to absence of complaints 9 11

Herzberg’s Two-Factor Theory Motivation Factor – work condition related to the satisfaction of the need for psychological growth job enrichment leads to superior performance & effort 9 11

Motivation–Hygiene Theory of Motivation Achievement Achievement recognition Work itself Responsibility Advancement Growth Salary? Motivation factors increase job satisfaction Hygiene factors avoid job dissatisfaction Company policy and administration Supervision Interpersonal relations Working conditions Salary Status Security 10 13

Motivation–Hygiene Combinations (Motivation = M, Hygiene = H) 14

Questions on Herzberg’s Theory Is salary a hygiene or a motivational factor? What role do individual differences (age, sex, social status, education) play? What role do intrinsic job factors (work flow process) play?

The Content Theories of Work Motivation (Continued)

The Process Theories of Work Motivation Vroom’s Expectancy Theory of Motivation Meaning of the Variables Implications of the Vroom Model for Organizational Behavior Importance of the Vroom Model

The Process Theories of Work Motivation (Continued)

The Process Theories of Work Motivation (Continued) The Porter-Lawler Model Implications for Practice Contributions to Work Motivation

The Process Theories of Work Motivation (Continued)

Motivational Theories X and Y Theory X A set of assumptions of how to manage individuals who are motivated by lower order needs Theory Y A set of assumptions of how to manage individuals who are motivated by higher order needs

Theories Applied to Needs Hierarchy Theory Y – a set of assumptions of how to manage individuals motivated by higher order needs Esteem Love (Social) Theory X – a set of assumptions of how to manage individuals motivated by lower order needs Safety and Security Physiological 2 5 2 7 5 2

McGregor’s Assumptions About People Based on Theory X Naturally indolent Lack ambition, dislike responsibility, and prefer to be led Inherently self-centered and indifferent to organizational needs Naturally resistant to change Gullible, not bright, ready dupes 7 8

McGregor’s Assumptions About People Based on Theory Y Passive and resistant behaviors not inherent; result of organizational experience People possess Motivation Development potential Capacity for assuming responsibility Readiness to direct behavior toward organizational goals 8 9

McGregor’s Assumptions About People Based on Theory Y Management’s task—arrange conditions and operational methods so people can achieve their own goals by directing efforts to organizational goals 8 9

3 Motivational Need Theories Maslow McGregor Alderfer McClelland Need for Achievement Self-actualization Theory Y Growth Esteem self interpersonal Higher Order Needs Need for Power Belongingness (social and love) Relatedness Need for Affiliation Safety and Security interpersonal physical Theory X Lower Order Needs Existence Physiological 18