9-1

The Nature of Motivation

MotivationThe psychological forces that determine the direction of a person’s behavior in an organization, a person’s level of effort, and a person’s level of persistence

9-2

The Nature of Motivation

Direction—possible behaviors the individual could engage in

Effort—how hard the individual will work

Persistence—whether the individual will keep trying or give up

9-3

The Nature of Motivation (cont’d)

Intrinsically Motivated BehaviorBehavior that is performed for its own sake.

Extrinsically Motivated BehaviorBehavior that is performed to acquire material or social rewards or to avoid punishment.

9-4

The Motivation Equation

Figure 9.1

9-5

Expectancy Theory

Motivation will be high when workers believe:High levels of effort will lead to high performance.

High performance will lead to the attainment of desired outcomes.

9-6

Expectancy, Instrumentality, and Valence

Figure 9.2

9-7

Expectancy Theory

Figure 9.3

9-8

Need Theories

Need A requirement for survival and well-being.

Need TheoriesTheories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs.

Basis premise is that people are motivated to obtain outcomes at work to satisfy their needs.

9-9

Maslow’s Hierarchy of Needs

Table 9.1

Self-Self-actualizationactualization

Self-Self-actualizationactualization

Realize one’sRealize one’s full potentialfull potential

Realize one’sRealize one’s full potentialfull potential

Use abilities Use abilities to the fullestto the fullest

Use abilities Use abilities to the fullestto the fullest

EsteemEsteemEsteemEsteem Feel good Feel good about oneselfabout oneself

Feel good Feel good about oneselfabout oneself

PromotionsPromotions and recognitionand recognition

PromotionsPromotions and recognitionand recognition

BelongingnessBelongingnessBelongingnessBelongingness Social Social interaction, loveinteraction, love

Social Social interaction, loveinteraction, love

Interpersonal Interpersonal relations, partiesrelations, parties

Interpersonal Interpersonal relations, partiesrelations, parties

SafetySafetySafetySafety Security, stabilitySecurity, stabilitySecurity, stabilitySecurity, stability Job security, Job security, health insurancehealth insurance

Job security, Job security, health insurancehealth insurance

PhysiologicalPhysiologicalPhysiologicalPhysiological Food, water, Food, water, sheltershelter

Food, water, Food, water, sheltershelter

Basic pay level Basic pay level to buy itemsto buy items

Basic pay level Basic pay level to buy itemsto buy items

NeedsNeeds DescriptionDescription ExamplesExamples

Lower-level needs must be satisfied before Lower-level needs must be satisfied before higher-level needs are addressed.higher-level needs are addressed.

Highest-level Highest-level needsneeds

Lowest-level Lowest-level needsneeds

9-10

Herzberg’s Motivation-Hygiene Theory

Focuses on outcomes that lead to higher motivation and job satisfaction, and those outcomes that can prevent dissatisfaction.Motivator needs relate to the nature of

the work itself and how challenging it isHygiene needs are related to the

physical and psychological context in which the work is performed

9-11

McClelland’s Needs for Achievement, Affiliation, and Power

Need for AchievementA strong desire to perform challenging tasks well and meetpersonal standards for excellence

9-12

McClelland’s Needs for Achievement, Affiliation, and

PowerNeed for Affiliation

Extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him get along with each other

9-13

McClelland’s Needs for Achievement, Affiliation, and

PowerNeed for Power

Extent to which an individual desires to control or influence others

9-14

Equity Theory

Focuses on people’s perceptions of the fairness (or lack of fairness) of their work outcomes in proportion to their work inputs.

9-15

Equity Theory

EquityJustice, impartiality, and fairness to which all organizational members are entitled

InequityLack of fairness

9-16

Goal Setting Theory

Focuses on identifying the types of goals that are effective in producing high levels of motivation and explaining why goals have these effects.

9-17

Learning Theories

Theories that focus on increasing employee motivation and performance by linking outcomes that employees receive to the performance of desired behaviors and the attainment of goals

9-18

Learning Theories

LearningA relatively permanent change in person’s knowledge or behavior that results from practice or experience.

9-19

Operant Conditioning Theory

Operant ConditioningPeople learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences.

9-20

Operant Conditioning Tools

Positive ReinforcementGiving people outcomes they desire when they perform organizationally functional behaviors

Negative ReinforcementEliminating undesired outcomes when people perform organizationally functional behaviors

9-21

Operant Conditioning Tools

ExtinctionCurtailing the performance of a dysfunctional behavior by eliminating whatever is reinforcing it

PunishmentAdministering an undesired/negative consequence when dysfunctional behavior occurs

9-22

Social Learning Theory

A theory that takes into account how learning and motivation are influenced by people’s thoughts and beliefs and their observations of other people’s behavior.

9-23

Social Learning Theory

Vicarious Learning (Observational Learning)Learning that occurs when a learner is motivated to perform a behavior by watching another person perform and be reinforced for doing so

9-24

Pay and Motivation

Pay as a MotivatorExpectancy: Instrumentality, the association

between performance and outcomes, must be high for motivation to be high.

Need Theory: pay is used to satisfy many needs.Equity Theory: pay is given in relation to inputs.Goal Setting Theory: pay is linked to attainment of

goals.Learning Theory: outcomes (pay), is distributed

upon performance of functional behaviors.