1. Basic Motivation Concepts
Essentials of Organizational Behavior, 8/e
Stephen P. Robbins
Chapter 4
Basic Motivation Concepts
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2. What is Motivation?
The willingness to do something, conditioned by this action’s ability to satisfy some need for the individual
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3. Need - a physiological or psychological deficiency that makes certain outcomes appear attractive
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4. Motivation Process Unsatisfied Need Tension Drives Search Behavior
Reduction
of Tension
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5. Maslow’s Hierarchy of Needs Theory
Self- Actualization
Esteem
Social
Safety
Physiological
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6. McGregor’s Theory X and Theory Y
Theory X Workers
Dislike work
Must be threatened with punishment
Avoid responsibilities
Seek formal direction
Require security
Little ambition
Theory Y Workers
View work as natural
Self-directed
Exercise self-control
Accept responsibility
Seek responsibility
Make innovative decisions
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7. Herzberg’s Two-Factor Theory
High
Job Dissatisfaction
Job Satisfaction
Hygiene factors affect job dissatisfaction
Motivator factors affect job satisfaction
Quality of supervision
Pay
Company policies
Physical working conditions
Relations with others
Job security
Promotional opportunities
Opportunities for personal growth
Recognition
Responsibility
Achievement
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8. Herzberg’s Two-Factor Theory
Managers who seek to eliminate factors that can create job dissatisfaction may bring about peace but not necessarily motivation.
To motivate people on their jobs, managers should emphasize factors associated with the work itself or to outcomes directly derived from it.
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9. McClelland's Theory of Needs
Need for achievement (nAch) - drive to excel
Need for power (nPow) - the need to make others behave in a way they would not have behaved otherwise
Need for affiliation (nAff) - the desire for friendly and close interpersonal relationships
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10. McClelland's Theory of Needs
High achievers prefer jobs with personal responsibility, feedback, and intermediate degree of risk.
High achievers are not necessarily good managers.
Affiliation and power closely related to managerial success
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11. Goal-Setting Theory Specific goals lead to increased performance.
Difficult goals, when accepted, result in higher output than easy goals.
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12. Goal-Setting Theory
Holding ability and acceptance constant; the more difficult the goals, the higher the level of performance
Goals can be a major source of work motivation.
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13. Reinforcement Theory Behavior is environmentally caused.
Reinforcers control behaviors.
Consequences immediately following response increase the probability of repeated behavior.
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14. Reinforcement Theory
Concentrates solely on what happens when person takes some action
People will exert more effort on tasks that are reinforced.
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15. Job Design Theory
The way the elements in a job are organized can act to increase or decrease effort
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16. Job Characteristics Model (JCM)
Skill variety
Task identity
Task significance
Autonomy
Feedback
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17. Social Information Processing Model
Employees adopt attitudes and behaviors in response to the social cues provided by others with whom they have contact.
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18. Equity Theory
Employees weigh what they put into a job situation (input) against what they get from it (outcome).
Then they compare their input-outcome ratio with the input-outcome ratio of relevant others.
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19. Equity Theory
If they perceive their ratio to be equal to that of relevant others, a state of equity exists.
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20. Equity Theory
If the ratios are unequal, inequity exists, either under-reward or over-reward.
When inequities occur, employees will attempt to correct them.
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21. Equity Theory
When employees envision an inequity, they may make one or more of five choices:
Distort either their own or others’ inputs or outcomes
Behave in some way so as to induce others to change their inputs or outcomes
Behave in some way so as to change their own inputs or outcomes
Choose a different comparison referent
Quit their job
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22. Expectancy Theory
Strength of a tendency to act in a certain way depends on
Strength of expectation that the act will be followed by a given outcome
Attractiveness of that outcome to the individual
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23. Expectancy Theory Attractiveness Performance-reward linkage
Effort-performance linkage
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24. Simplified Expectancy Model
Individual Effort
Individual Performance
Organizational Rewards
Individual Goals
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25. Implications for Managers
(1) Recognize individual differences
(2) Match people to jobs
(3) Use goals
(4) Ensure that goals are perceived as attainable
(5) Create jobs that offer skill variety, task identity and significance, autonomy, and feedback
(6) Individualize rewards
(7) Link rewards to performance
(8) Check the system for equity
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