0. Motivation Principles
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1. Motivation
Motivation : involves a conscious decision to perform one or more activities with greater effort than one performs other activities competing for attention.

2. 1. Some need , motive or goal that trigger action
3 elements
1. Some need , motive or goal that trigger action
2. a selection process that directs the choice of action
3. a level of effort intensity that is applied to the chosen action.

3. Contents Theory of Motivation
Identify specific human needs and describes the circumstances under which these needs activate behavior.
Deficiency reduction needs- trigger behavior of avoidance- the aim to find relief from deficiencies, deprivations or unpleasant tensions
Example-Need for a job
Growth aspiration needs motivate people to approach or seek out goals and experience that thee find personally meaningful.
Example- pursuit for learning (MBA degree?)

4. Maslow’s Hierarchy of Needs Theory
There is a hierarchy of five needs—physiological, safety, social, esteem, and self-actualization; as each need is substantially satisfied, the next need becomes dominant.
Self-Actualization
The drive to become what one is capable of becoming.
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5. Maslow’s Hierarchy of Needs
Lower-Order Needs Needs that are satisfied externally; physiological and safety needs.
Higher-Order Needs Needs that are satisfied internally; social, esteem, and self-actualization needs.
Self
Esteem
Social
Safety
Physiological
E X H I B I T 6–1
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6. Assumptions of Maslow’s Hierarchy
Movement up the Pyramid
Individuals cannot move to the next higher level until all needs at the current (lower) level are satisfied.
Maslow Application:
A homeless person
will not be motivated to
meditate!
Individuals therefore must move up the hierarchy in order
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7. Aldeferer’s ERG Theory
Existence needs- basic survival needs
Related needs - interpersonal contact; acceptance, caring, status
Growth needs- personal development and sense of personal worth.
McGregor’s Theory X and Theory Y

8. Theory X Theory Y Managers See Workers As…
Disliking Work
Avoiding Responsibility
Having Little Ambition
Theory Y
Managers See Workers As…
Enjoying Work
Accepting Responsibility
Self-Directed
Douglas McGregor said that managers hold one of two sets of assumptions about human nature: either Theory X or Theory Y. Seeing people as irresponsible and lazy, managers who follow Theory X assume the following:
1. Employees inherently dislike work and will try to avoid it.
2. Since employees dislike work, they must be coerced, controlled, or threatened to achieve goals.
3. Employees avoid responsibilities and seek formal direction, if possible.
4. Most workers place security above all other work-related factors and will display little ambition.
Since they see people as responsible and conscientious, managers who follow Theory Y assume the following:
1. Employees can view work as being as natural as rest or play.
2. When committed to their objectives, people will exercise self-direction and self-control
3. The average person can learn to accept, even seek, responsibility.
4. Many workers besides managers have innovative decision-making skills.
No hard evidence confirms that either set of assumptions is universally true. It is more likely that the assumptions of Theory X or Theory Y may or may not be appropriate, depending on the situation at hand.
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9. Herzberg’s Two-Factor Theory
Bottom Line: Satisfaction and Dissatisfaction are not Opposite Ends of the Same Thing!
Hygiene Factors:
Salary
Work Conditions
Company Policies
Motivators:
Achievement
Responsibility
Growth
Separate constructs
Hygiene Factors---Extrinsic & Related to Dissatisfaction
Motivation Factors---Intrinsic and Related to Satisfaction
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10. Contrasting Views of Satisfaction and Dissatisfaction
E X H I B I T 6–3
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11. David McClelland’s Theory of Needs
Need for Achievement
The drive to excel, to achieve in relation to a set of standards, to strive to succeed.
Need for Affiliation
The desire for friendly and close personal relationships.
Bottom Line: Individuals have different levels of needs in each of these areas, and those levels will drive their behavior
Need for Power
The need to make others behave in a way that they would not have behaved otherwise.
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12. Matching High Achievers and Jobs
E X H I B I T 6–4
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13. Goal-Setting Theory (Edwin Locke)
Basic Premise: That specific and difficult goals, with self-generated feedback, lead to higher performance.
But, the relationship between goals and performance will depend on
goal commitment
“I want to do it & I can do it”
task characteristics (simple, well-learned)
national culture
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14. Goal Setting in Action: MBO Programs
Management By Objectives Programs
Company wide goals & objectives
Goals aligned at all levels
Based on Goal Setting Theory
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15. Reinforcement Theory
Argues that behavior is a function of its consequences.
Assumptions:
Behavior is environmentally caused.
Behavior can be modified (reinforced) by providing (controlling) consequences.
Reinforced behavior tends to be repeated.
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16. Equity Theory Equity Theory
Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.
Referent Comparisons:
Self-inside
Self-outside
Other-inside
Other-outside
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17. Equity Theory (cont’d)
E X H I B I T 6–8
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18. Equity Theory (cont’d)
Choices for dealing with inequity:
Change inputs (slack off)
Change outcomes (increase output)
Distort/change perceptions of self
Distort/change perceptions of others
Choose a different referent person
Leave the field (quit the job)
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19. Ethical Values and Behaviors of Leaders
Expectancy Theory
Ethical Values and Behaviors of Leaders
Bottom line
All three links between the boxes must be intact or motivation will not occur. Thus,
Individuals must feel that if they try, they can perform
And
If they perform, they will be rewarded
When they are rewarded, the reward will be something they care about
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