Motivation Mgt

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MOTIVATION

CHAPTER 5



1. Define Motivation

2. Describe the different approaches to motivation.

3. Discuss needs-based approaches to employee motivation.

4. Explain the process approaches to employee motivation.

5. Describe how the reinf orcement approach is used to

increase and decrease behavior in an organizational setting.

LEARNING OBJECTIVES:When you have finished studying this chapter, you When you have finished studying this chapter, you

should be able to:should be able to:





Early View on Motivation

Approaches to Motivation:

� Needs-Based Approaches

± Describe the specific human needs or factors within a

person that energize, direct, and stop behavior.

� Process Approaches

± Explain how thought or cognitive processes of

individuals influence behavior.

�

Reinf orcement Approaches ± Focus on how learning and consequences mold

behavior.



Needs-Based Approaches to

Motivation

AcquiredAcquired--Needs ModelNeeds Model

MaslowsMaslows

Hierarchy of NeedsHierarchy of Needs

HerzbergsHerzbergs

TwoTwo--Factor ModelFactor Model

MotivationMotivation





Figure 14.2 Maslow¶s Hierarchy of Needs

Self-Actualization

Needs

Esteem Needs

Affiliation Needs

Security Needs

Physiological Needs

Higher levels

Lower levels



� Physiological Needs

± These needs are necessaryf or survival. E.g. Food, water,

air and shelter.

� Security/Safety Needs

± The needs f or safe physical

and emotional environment.

E.g. Job security

� Affiliation Needs

± The needs f or friendship and

a feeling of belonging. E.g.Need to be love.

� Esteem/Growth Needs

± The need f or self esteem andself growth. E.g. Respect from

others, recognition, prestige

and satus.

� Self-Actualization Needs

± The needs f or the

development of ones full

potential or the realization of

ones own potential



B) Two-Factor Model (Herzberg)

� Job Satisfaction and Job Dissatisfaction are created by

different factors.

i) Motivator factors

� Intrinsic (psychological) factors that create job

satisfaction. Improvement made in the satisfier factors

can increase job satisfaction. However they will not

prevent job dissatisfaction.

ii) Hygiene factors

� Extrinsic (environmental) factors that create job

dissatisfaction. Improvements made in the hygiene

factors can prevent or eliminate job dissatisfaction.

However, they will not improve job satisfaction.



Figure 14.3 Herzberg¶s Two-Factor Theory





Process-Based Approaches to

Motivation

Expectancy ModelExpectancy Model

Equity ModelEquity Model

Goal SettingGoal Setting



Process-Based Approaches

A.The Expectancy Model

± The motivation to expend eff ort to do something

is determined by three basic individualperceptions:

� Eff ort will lead to perf ormance.

� Rewards are attached to perf ormance.

� Outcomes, or rewards, are valuable to the

individual.



Components of the Expectancy Model

� Expectancy

± The belief that a particular level of eff ort will be

f ollowed by a particular level of perf ormance.

�Instrumentality ± The probability assigned by the individual that a

specific level of achieved task perf ormance will lead to

various work outcomes.

� Valence ± The value or importance that the individual attaches

to various work outcomes (rewards).



Figure 14.4 Expectancy Theory



B.The Equity Model

± Focuses on a n i ndividuals feelings about howfairly he or she is treated in comparison with

others.

� Individuals have a perception of the ratio of their

inputs compared to their own outcomes in a

situation.

� Individuals also have a perception of the ratio of

everyone elses inputs to outcomes.

� Then, each person compares his or her own ration

to that of everyone else.



Figure 14.5 Equity Theory



Maintaining Equity

� To reduce a perceived inequity, a person may take one of

the f ollowing actions:

± Change work inputs either upward or downward to an

equitable level.

± Change outcomes to restore equity.

± Psychologically distort comparisons.

± Change the comparison person he or she is using to

another person.

± Leave the situation (e.g., quit the job or transfer to

another department).



C. Goal Setting

± A process intended to increase efficiency andeffectiveness by specif ying the desired outcomestoward which individuals, groups, departments, andorganizations work.

� Goals setting serves three purposes: ± To guide and direct behavior toward overall

organizational goals and strategies.

± To provide challenges and standards against which the

individual can be assessed. ± To define what is important and provide a framework

f or planning.



SMART Goal Setting

� Effective goal setting should be:

± S pecific

± M easurable

± A chievable

± R esults oriented

± T ime-related









Figure 14.6 Four Types of Reinforcers





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