1. Prof. Dr. Rana Özen Kutanis THEORIES OF MOTIVATION Prof. Dr. Rana ÖZEN KUTANİS

2. Motivation Theories Classical Theories of Motivation Contemporary Theories of Motivation 1.Content Theories Deals with «what» motivates people. 2. Process Theories Deals with «how» motivation process operate. 1.Three Needs Theory-Mc Clelland 2.Goal Setting Theory-Edwin Locke 3.Reinforcement Theory 4.Equity Theory 5.Vroom’s Expectancy Theory 6.Job Characteristics of Work Redesign Prof. Dr. Rana Özen Kutanis

3. Classical Theories of Motivation Content TheoriesProcess Theories 1.Maslow’s Need Hierarchy 2.Herzberg’s Motivator-Hygiene 3.Alderfer’s ERG 1. Vroom’s Expectancy Prof. Dr. Rana Özen Kutanis

4. Maslow’s Need Hierarchy Theory Prof. Dr. Rana Özen Kutanis The theory suggests that human needs have a hierarchical order. This five-step hierarchy can also be analysed in 3 groups as; Basic needs Psychological needs Self-actualization needs

5. Maslow’s Need Hierarchy Theory Physiological needs refer to satisfying fundamental biological drives (e.g., the need for food, air, water, sleep). Safety needs refer to the need for a secure environment that is free from threats of physical or psychological harm. Free from danger and pain (e.g: miners) Social needs are the needs to have friends and to be loved and accepted by other people. (e.g: promoting teamwork) Esteem needs are a person’s need to develop self-respect, to feel important, to be appreciated and to gain the approval of others—examples include the desire to achieve success, have prestige, and be recognized by others. (e.g: high status jobs) Self-actualization is the need to become all that one can be, to develop one’s fullest potential. (Albert Einstein) Prof. Dr. Rana Özen Kutanis

6. Maslow’s Need Hierarchy Theory Lower and more basic needs must be satisfied first, if not satisfied than higher-level needs won’t activate. Those who reach higher-level needs, constitutes a very small percentage of the total population. Maslow couldn’t get strong evidences related to hierarchical structure of needs. Maslow pointed out to diversity of needs. This theory revelaed that people not only work for money but also meet their higher level needs in the workplace. Prof. Dr. Rana Özen Kutanis

7. Herzberg’s Motivator-Hygiene Model Herzberg found that the factors causing job satisfaction (motivators) are different from those causing job dissatisfaction. When hygiene factors are adequate, people will not be dissatisfied. Neither they will be satisfied. Investigating the relationship between job satisfaction and productivity: challenging jobs increase employees’ motivation level. This theory brought a new perspective to managers. In case of a motivation problem, solution is not solely wage or working conditions. Prof. Dr. Rana Özen Kutanis

8. *Hygiene Factors: Security, Salary, Working Conditions, Supervision and Relationships, Company policy *Motivators: Advancement and growth, Increased responsibility, Interesting work, Recognition, Achievement Prof. Dr. Rana Özen Kutanis Herzberg’s Two-Factor Theory

9. Contributions of Herzberg *Extended the need hierachy theory, applied it to work life. *Suggested to provide factors intrinsic to the work itself in order for employees to be satisfied with their jobs. Prof. Dr. Rana Özen Kutanis

10. Alderfer’s ERG Theory Alderfer split needs into three groups; Existence, Relatedness and Growth. Existence: Desire for physiological and materialistic well-being. (Physiological, safety needs) Relatedness: Desire to have meaningful relationship with significant others. (Social needs) Growth: Desire to grow and use one’s abilities to their fullest potential. (Esteem, self-actualization needs) Prof. Dr. Rana Özen Kutanis

11. Alderfer’s ERG Theory ERG Theory suggests that there are not strict borders and hierarchical order between need groups. More than one need group can motivate employees at the same time. An already satisfied lower-level need becomes re-activated when a higher- level need is frustrated. Prof. Dr. Rana Özen Kutanis

12. Alderfer’s ERG Theory Alderfer also classified needs into 2 groups; Continuous Needs: Needs that motivate people’s behavior continuously (Achievement, love, being popular) Periodical Needs: Occur at specific periods. When this type of needs are satisfied, they don’t provide motivation. (Eating someting when you’re hungry). Prof. Dr. Rana Özen Kutanis

13. B. Contemporary Theories of Motivation 1. Three Needs Theory-Mc Clelland 2. Goal Setting Theory-Edwin Locke 3. Reinforcement Theory 4. Equity Theory 5. Vroom’s Expectancy Theory 6. Job Characteristics of Work Redesign Prof. Dr. Rana Özen Kutanis

14. 1. Three Needs Theory-Mc Clelland Mc Clelland identified three needs that individuals have at different levels. These needs are;  The Need for Achievement  The Need for Power  The Need for Affiliation Prof. Dr. Rana Özen Kutanis

15. 1. Three Needs Theory-Mc Clelland The Need for Achievement: Desire to accomplish something difficult. Desire to do something better or more efficiently now than before. Like to stand out in community, take responsibility and they are also boring people. Like to get immediate results and are aware of their progress. Like to get feedback on their performance. Make difficult goals more clear and easy to accomplish. Involve achievable but challenging goals. Take calculated risks (not low and not high-intermediate). Prof. Dr. Rana Özen Kutanis

16. 1. Three Needs Theory-Mc Clelland The Need for Power: the desire to control and influence other people. Like to influence others and show their status. Use their prestige to influence others and to win them. They succeed by the formula of impressive performance<status. Prof. Dr. Rana Özen Kutanis

17. 1. Three Needs Theory-Mc Clelland The Need for Affiliation: desire to spend time in social relations and activities. They strive for friendship Solidarity>Competition Desire to maintain relations, being part of a group. Like to involve in interpersonal relationships. Example: A good manager: high need for power Prof. Dr. Rana Özen Kutanis

18. 2. Goal Setting Theory-Edwin Locke Properly set and well-managed task goals can be highly motivating. (specific-non specific) Goals and desires are sources for job motivation. Private goals result in higher performance. More specific and ambitious goals lead to more performance than easy or general goals. Better and appropriate feedbak results in performance improvement. Employee should accept goals to ensure performance improvement. Example: Management by Objectives Prof. Dr. Rana Özen Kutanis

19. 3. Reinforcement Theory Behavior is a function of its outcomes This theory focuses on external environment to explain behavior. Reinforcement controls behavior and cause the repetition of behavior. Motivation is a function of the environment. Analyses what controls the behavior. This theory omits the effects of emotions and hopes on behavior. Prof. Dr. Rana Özen Kutanis

20. 4. Equity Theory Senior employee’s salary< New employee’s salary (There is a problem!) Employees compare their exchanges with their employer to other employees. (Compares Outcomes/Imputs ratios of his and the other referent’s) As a result of this comparsion, employee can feel equity or inequity. The employee is motivated to have an equitable exhange with employer. Prof. Dr. Rana Özen Kutanis

21. 4. Equity Theory Evaluate yourself Evaluate others Compare yourself with others Feeling of equity or inequity Prof. Dr. Rana Özen Kutanis

22. 4. Equity Theory If an employee perceives inequity; Reduces effort Tries to influence manager to increase outcome Tries to influence co-workers Withdraws emotionally or physically (engage in absenteeism, tardiness or quit) Changes his/her referant (I couldn’t earn as much as my uncle) Quits his/her job. Prof. Dr. Rana Özen Kutanis

23. 5. Vroom’s Expectancy Theory Work and task accomplishment is a function of a behavior that is rewarded. Includes 3 variables; Valence: rewards (outcomes) must be desired by the individual, must have a value for the individual. Performance-Reward relation: Individual should believe that s/he get a reward as a result of good performance. Performance-Power relation: the belief that making more effort will improve performance. Prof. Dr. Rana Özen Kutanis

24. Vroom’s Expectancy Theory People will be motivated if they believe that a strong effort will lead to good performance and that good performance will lead to preferred outcomes. Main concepts are; valence, expectancy and instrumentality (outcomes). Expectancy x Instrumentality x Valence Effort Performance Rewards Will my effort lead to Will performance lead Do I found the high performance?to outcomes? outcomes desirable? Prof. Dr. Rana Özen Kutanis

25. 6. Job Characteristics Theory B) The Job Characteristics Model (Hackman&Oldham) Identifies 5 job characteristics and their relationship to personal and work outcomes. Skill variety (can you use a number of different skills and talent?) Task identify (completion of a whole and identifiable piece of work) Task significance (does your job affect the lives or work of others?) Autonomy (does your job provide you freedom?) Feedback (do you get clear information about your performance?) To be high on motivating potential, jobs might be high on at least of the three factors that lead to experinced meaningfulness and high on both autonomy and feedback. Prof. Dr. Rana Özen Kutanis

26. Thank You...