1. MHR 6500: Managing Individuals & Groups
Instructor: Chris Hartwell
Class 6 & 7: Motivation

2. Announcements No classes next week due to SLC conferences
EXAM 1 CASE to be handed out by next class (9/26)
EXAM 1 (MC) vs. Prospanica Conference
Exam will be taken at the testing center
Dates: Sept. 28 – Oct. 2?

3. Objectives
Describe the three major needs discussed in McClelland’s Need Theory.
Explain the practical significance of Herzberg’s distinction between motivators and hygiene factors.
Understand Adams’s Equity Theory of Motivation and the effect of perceived inequity in employee motivation.
Explain how organizational justice builds on equity theory, and compare the three types of justice.
Understand the implications of Vroom’s Expectancy Theory
Understand the motivational mechanisms and practical implications regarding goal setting
Understand the process outlined in the job characteristics model

4. McClelland’s Need Theory
Behavior derives from a desire to satisfy inherent needs.
Three major needs:
Need for Achievement: A desire to accomplish, master, excel, and attain a high standard, and to be regarded highly by others.
Need for Affiliation: A desire to maintain positive social relationships, find emotional attachments with others, and avoid conflict.
Need for Power: A desire to influence and/or control others, and to lead others to achieve higher goals.
Socialized Power: Focus on accomplishing group goals and helping others succeed.
Personal Power: Seeking acquisition of personal stature, often at the expense of others.

5. Herzberg’s Motivator-Hygiene Theory
Motivators: Aspects of the job that are associated with job satisfaction (when high or present).
The content of the job
Hygiene Factors: Aspects of the job that are associated with job dissatisfaction (when low or absent).
The context of the job
Figure 8-2 from the text

6. Adam’s Equity Theory of Motivation
People strive for fairness and justice in social exchanges, interactions, and relationships.
Two components:
INPUTS: What the individual puts into the exchange/relationship
OUTPUTS: What the individual takes away from the exchange/relationship
Figure 8-3 in the text

7. Adam’s Equity Theory of Motivation
Consequences of Inequity:
Negative Inequity: Balance is restored by reducing inputs, increasing outputs, or changing perceptions.
This type of inequality results in the largest reactions
Positive Inequity: Balance is restored by increasing inputs, decreasing outputs, or changing perceptions.
Inequity or equity is all based on perceptions

8. Organizational Justice
Based out of equity theory, organizational justice refers to perceptions of fair treatment at work.
Three (four?) types of organizational justice:
Distributive Justice: Perceived fairness in allocation of outcomes (resources, rewards, etc.)
Procedural Justice: Perceived fairness in the processes/procedures used to make allocation decisions.
Interactional Justice: Perceived fairness of interactions when procedures are implemented.
Interpersonal Justice: Perceived fairness of social exchanges.
Informational Justice: Perceived fairness in the information exchanged.

9. Practical Lessons from Equity/Justice Theories
Pay attention to employees’ perceptions
Allow employees to take part in decision-making
Give the opportunity to appeal negative decisions
Leaders should treat all employees equitably
Employees’ perceptions are strongly influenced by the leadership behaviors exhibited by their managers.
Pay attention to the organization’s justice climate.

10. Vroom’s Expectancy Theory
People are motivated to behave in ways that produce valued outcomes.
Three perceptions in the formula:
Expectancy: effort  performance
Self-esteem, self-efficacy, prior experience, support from others, information, resources
Instrumentality: performance  outcome
Valence: value placed on the outcome

11. Vroom’s Expectancy Theory
Effort
Performance
Outcome

12. Goal Setting
Identifying goals is an effective motivating technique. Why?
Four motivational mechanisms:
Directing Attention
Regulating Effort
Increasing Persistence
Foster Strategic Planning

13. Practical Implications for Goal Setting
Specific, high goals  high performance
Feedback enhances the effect of #1
Self-set, assigned, and participative goals can all be effective.
Action planning facilitates goal accomplishment.
Goal commitment and monetary incentives affect outcomes.

14. Job Characteristics Model

15. Maintaining Motivation in Management
Concern for Others’ Interests
LOW
HIGH
Concern for Self-interest
Apathetic
Selfless:
Self-sacrificing Givers
Selfish:
Takers
Otherish:
Successful Givers

16. Benefits of being “Otherish”
Less burnout
Greater sense of meaning
Higher job satisfaction
Higher career success
Higher life satisfaction
Success
Giving