1. Chapter 5 Motivation at Work
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2. Definition of Motivation
Motivation - the process of arousing and sustaining goal-directed behavior
Motivation is an attribution
Who is responsible for this?
Managers need alternative theories for different
people, groups, and situations (contexts).
What is the role of money in motivation? 6 6 6 2 2 6

3. THREE THEORIES OF MOTIVATION
Internal
Focus on variables within individual that lead to motivation and behavior.
Process
Emphasize nature of interaction between individual and environment.
External
Focus on elements in the environment to explain motivation and behavior. 3

4. Maslow’s Hierarchy of Needs
Lowest to highest order 2 5 2 4 6 2

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

6. 5.1 McGregor’s Assumptions about People

7. Theory X/Y Theory X: Workers are costs Theory Y: Workers are assets
How do you explain “lazy” behavior?

8. McClelland’s Need Theory
Encompasses excellence, competition, challenging goals, persistence, and overcoming difficulties
People with a high need for achievement perform better
Need for achievement
Desire to influence others, change people or events, and make a difference in life
Categories - Socialized power and personalized power
Need for power
Urge to establish and maintain warm relationships with others
Need for affiliation

9. Need Theory
What combination of needs are present in the best managers?

10. Herzberg’s Two-Factor Theory
Hygiene factor
Motivation factor
Both are work conditions, but each addresses a different part of an employee’s experience

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
Motivation Factor - work condition related to the satisfaction of the need for psychological growth
job enrichment
leads to superior performance & effort

12. 5.2 The Motivation-Hygiene Theory of Motivation

13. Motivation-Hygiene Combinations
(Motivation = M, Hygiene = H)

14. My two cents worth
You have a RIGHT to be dissatisfied about your work conditions.
As an employee, you have a RESPONSIBILITY to communicate your dissatisfaction and work to help improve the conditions.
As a manager, you have a RESPONSIBILITY to continuously improve the work conditions within your control. Your best source of information about what to improve and how to improve it is your employees.

15. 5.3 The Individual - Organizational Exchange Relationship

16. Adam’s Theory of Inequity
People are motivated when they find themselves in situations of inequity or unfairness.
To look for inequity, people consider their inputs and their outcomes.

17. Adams’s Theory of Inequity
Situation where one perceives that he or she is receiving less than he or she is giving and vice versa
Inequity
Alter the person’s outcomes and inputs
Alter the comparison other’s outcomes and inputs
Change who is used as a comparison other
Rationalize the inequity
Leave the organizational situation
Strategies to resolve inequity

18. Practical Implications of the Equity Model
Treat employees fairly.
People make decisions concerning equity after comparing themselves with others.
Procedural justice influences perceptions of organizational fairness. Be as transparent as possible.

19. Two Basic Notions of Expectancy Theory
People expect certain outcomes of behavior and performance.
People believe that the effort they put forth is related to the performance they achieve and the outcomes they receive. 24

20. Key Constructs of Expectancy Theory
Value or importance one places on a particular reward
Valence
Belief that effort leads to performance
Expectancy
Belief that performance is related to rewards
Instrumentality

21. Expectancy Model of Motivation25

22. Job Characteristics Model (CH 14)
Skill variety
Task identity
Task significance
Autonomy
Feedback
Core job
dimensions
Experienced work’s
meaningfulness
Experienced
responsibility
for work’s outcomes
Knowledge of work
activities’ results
Critical
psychological
states
High internal
work motivation
High-quality
work performance
High satisfaction
with the work
Low absenteeism
and turnover
Personal and
work outcomes
Employee growth,need, strength