1. Created by Joan Walker – Curriculum Development Officer – JISC RSC Scotland South & West Motivational Theories Content theories place emphasis on what motivates, seeking to identify and account for the specific influences that motivate people ………… more Process theories of motivation view motivating factors as a complex set of variables that, when taken together, enable motivation ………. more A person's motivation, job satisfaction and performance will be determined by the strength of their needs and expectations and the extent to which they are fulfilled. Discussions of the nature of work has seen the polarisation of those who thought motivation was primarily a matter of money and those who thought motivation was related primarily to non-economic needs.

2. Created by Joan Walker – Curriculum Development Officer – JISC RSC Scotland South & West Content Theories Maslow’s Hierarchy of Needs Alderfer E.R.G. Theory Hertzberg – 2 Factor Theory

3. Created by Joan Walker – Curriculum Development Officer – JISC RSC Scotland South & West Process Theories Adams – Equity Theory Vroom – Expectancy Theory

4. Created by Joan Walker – Curriculum Development Officer – JISC RSC Scotland South & West Physiological Needs This includes basic survival needs such as food, water, air and the means to survive. Maslow Abraham Maslow put forward the proposition that there are levels of need, each of which is dominant until it is satisfied; only then does the next level of need become a motivating factor.

5. Created by Joan Walker – Curriculum Development Officer – JISC RSC Scotland South & West Maslow Safety Needs This includes personal protection from physical dangers & also less obvious threats such as redundancy. Physiological Needs

6. Created by Joan Walker – Curriculum Development Officer – JISC RSC Scotland South & West Maslow Affiliation Needs Needs include affection, sense of belonging and social aspects like friendships & social activities. Physiological Needs Safety Needs Affiliation Needs

7. Created by Joan Walker – Curriculum Development Officer – JISC RSC Scotland South & West Maslow Affiliation Needs Esteem Needs Physiological Needs Safety Needs Esteem Needs These include self respect and the respect of others, also status, recognition and appreciation.

8. Created by Joan Walker – Curriculum Development Officer – JISC RSC Scotland South & West Maslow Physiological Needs Safety Needs Affiliation Needs Esteem Needs Self Actualisation This is about being given the opportunity to develop to your full potential & will be different for every individual

9. Created by Joan Walker – Curriculum Development Officer – JISC RSC Scotland South & West Alderfer Existence RelatednessGrowth Alderfer proposed three principle needs - Existence [E], Relatedness [R] and Growth [G]. Alderfer' s theory is often presented as a refinement of Maslow's Hierarchy. A criticism of Maslow is that the hierarchical nature does not allow for fluidity between levels, nor accounts for the fact that frustrations at one level may lead to a regression to the level below. Although, like Maslow, he considered that people move in a linear way from one stage to another, he regarded the stages as part of a continuum rather than a hierarchy and allowed for the frustration of needs and possible regression physiological security social esteem self- actualisation Existence Relatedness Growth

10. Created by Joan Walker – Curriculum Development Officer – JISC RSC Scotland South & West Hertzberg Salary Security Status Working Conditions Supervision “Hygiene Factors" "Motivating Factors" His “Two Factor” theory suggested that things which prevent dissatisfaction are not the same as things which create satisfaction. He suggested that when people are dissatisfied [de-motivated] with their work it is usually because of discontent with environmental factors. He called these factors “Hygiene Factors" because, at best, they prevent or minimise dissatisfaction but do not give satisfaction - in the same way that good hygiene prevents threats to health but does not in itself give good health. "Motivating Factors" on the other hand, create job satisfaction and can motivate an individual to superior performance and effort. Hygiene Factors

11. Created by Joan Walker – Curriculum Development Officer – JISC RSC Scotland South & West Hertzberg “Hygiene Factors" "Motivating Factors" His “Two Factor” theory suggested that things which prevent dissatisfaction are not the same as things which create satisfaction. He suggested that when people are dissatisfied [de-motivated] with their work it is usually because of discontent with environmental factors. He called these factors “Hygiene Factors" because, at best, they prevent or minimise dissatisfaction but do not give satisfaction - in the same way that good hygiene prevents threats to health but does not in itself give good health. "Motivating Factors" on the other hand, create job satisfaction and can motivate an individual to superior performance and effort. Motivating Factors Achievement Advancement Growth Recognition Responsibility Type of Work

12. Created by Joan Walker – Curriculum Development Officer – JISC RSC Scotland South & West Adams Distibutive equity Procedural equity Adams states that employees examine how fairly they have been treated in comparison with the treatment received by others. There are two forms of equity: Distibutive equity - this refers to the fairness with which people feel they are rewarded in accordance with their contribution and in comparison with others Procedural equity - this refers to employees' perceptions of the fairness of company procedures [ e.g. performance appraisal, disciplinary procedures, maternity / paternity arrangements ] Acting on others – the employee may attempt to persuade others to lower their productivity or try to force them out Adams identified 6 types of behaviour resulting from inequity

13. Created by Joan Walker – Curriculum Development Officer – JISC RSC Scotland South & West Adams Distibutive equity Procedural equity Adams states that employees examine how fairly they have been treated in comparison with the treatment received by others. There are two forms of equity: Distibutive equity - this refers to the fairness with which people feel they are rewarded in accordance with their contribution and in comparison with others Procedural equity - this refers to employees' perceptions of the fairness of company procedures [ e.g. performance appraisal, disciplinary procedures, maternity / paternity arrangements ] Changes to inputs – the employee decreases the level of either the amount or quality of their work Adams identified 6 types of behaviour resulting from inequity

14. Created by Joan Walker – Curriculum Development Officer – JISC RSC Scotland South & West Distibutive equity Procedural equity Adams states that employees examine how fairly they have been treated in comparison with the treatment received by others. There are two forms of equity: Distibutive equity - this refers to the fairness with which people feel they are rewarded in accordance with their contribution and in comparison with others Procedural equity - this refers to employees' perceptions of the fairness of company procedures [ e.g. performance appraisal, disciplinary procedures, maternity / paternity arrangements ] Cognitive distortion of inputs & outputs – the employee may distort facts for example how hard they are really working or the relevance of their experience or qualifications Adams identified 6 types of behaviour resulting from inequity Adams

15. Created by Joan Walker – Curriculum Development Officer – JISC RSC Scotland South & West Adams Distibutive equity Procedural equity Adams states that employees examine how fairly they have been treated in comparison with the treatment received by others. There are two forms of equity: Distibutive equity - this refers to the fairness with which people feel they are rewarded in accordance with their contribution and in comparison with others Procedural equity - this refers to employees' perceptions of the fairness of company procedures [ e.g. performance appraisal, disciplinary procedures, maternity / paternity arrangements ] Leaving the field – absenteeism, resignation, request for transfer Adams identified 6 types of behaviour resulting from inequity

16. Created by Joan Walker – Curriculum Development Officer – JISC RSC Scotland South & West Distibutive equity Procedural equity Adams states that employees examine how fairly they have been treated in comparison with the treatment received by others. There are two forms of equity: Distibutive equity - this refers to the fairness with which people feel they are rewarded in accordance with their contribution and in comparison with others Procedural equity - this refers to employees' perceptions of the fairness of company procedures [ e.g. performance appraisal, disciplinary procedures, maternity / paternity arrangements ] Changes to inputs – the employee may attempt to change inputs without changing outputs e.g. rates of pay, holidays, status & recognition Adams identified 6 types of behaviour resulting from inequity Adams

17. Created by Joan Walker – Curriculum Development Officer – JISC RSC Scotland South & West Adams Distibutive equity Procedural equity Adams states that employees examine how fairly they have been treated in comparison with the treatment received by others. There are two forms of equity: Distibutive equity - this refers to the fairness with which people feel they are rewarded in accordance with their contribution and in comparison with others Procedural equity - this refers to employees' perceptions of the fairness of company procedures [ e.g. performance appraisal, disciplinary procedures, maternity / paternity arrangements ] Changing the Object of Comparison – the employee may begin to compare him/herself with different and inappropriate members of the organisation Adams identified 6 types of behaviour resulting from inequity

18. Created by Joan Walker – Curriculum Development Officer – JISC RSC Scotland South & West Vroom Expectancy theory states that the strength of an individual's motivation will depend on the extent to which they expect the results of their efforts to contribute towards their personal needs or goals. He suggested that the strength of an individual's motivation is the product of two factors. 1. The strength of preference for a certain outcome - Vroom called this 'valence' stating that it could be positive, negative or zero - since outcomes might be desired, avoided or considered with indifference - 2. The expectation that a particular outcome will result from certain behaviour - Vroom called this 'subjective probability' or 'expectancy', which refers to the individual's perception of the link between behaviour and outcome. It is represented by a number between 1 [probable] and 0 [no chance] -

19. Created by Joan Walker – Curriculum Development Officer – JISC RSC Scotland South & West Vroom – example 1 + 25 th December = V = Santa brings presents E = Christmas Day F = Good Behaviour

20. Created by Joan Walker – Curriculum Development Officer – JISC RSC Scotland South & West Vroom – example 1 + = V = reaching targets E = performance related pay agreement F = efficient working