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Chapter 7: Motivation Concepts

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Helena Addae

Chapter 7: Motivational Concepts

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Chapter 7 Outline

  • What is motivation?

  • Why do we need to understand motivation concepts?

  • What is theory?

  • Early theories of motivation
  • Implications of managers, employees, groups and organizations

  • Contemporary theories of motivation
  • Implications of managers, employees, groups and organizations

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Helena Addae

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Elements of Motivation

  • What?
  • intensity, direction, and persistence of effort toward attaining a goal.
  • Varies between individuals and within individuals
  • Office space: http://www.youtube.com/watch?v=fjvnTK5s2uE
  • Why do we need to understand motivation concepts?
  • What is theory?

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Helena Addae

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Early theories of motivation.

  • Maslow’s Need Hierarchy

  • McGregor’s Theory X and Theory Y

  • Herzberg's Two Factor Theory
  • McClelland's Theory of Needs

  • Intrinsic and Extrinsic Motivation

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Helena Addae

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Early Theories of Motivation

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Early Theories of Motivation

  • Maslow’s needs hierarchy
  • Applicability
  • Research does not generally validate the theory.
  • But widely used by practitioners
  • Cross-cultural implications?

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Helena Addae

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Early Theories of Motivation

  • McGregor’s Theory X and Theory Y
  • Theory X assumptions are basically negative.

  • Theory Y assumptions are basically positive.

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Helena Addae

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Early Theories of Motivation

  • Link to Maslow’s framework
  • Theory X
  • Theory Y
  • Which one is more applicable in organizations?

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Helena Addae

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Herzberg’s two-factor theory

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Herzberg’s two factor theory

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Herzberg’s two factor theory

  • Criticisms of Herzberg’s theory:
  • Research looked only at satisfaction, not at productivity.
  • Assumed relationship between satisfaction and productivity
  • However
  • Makes intuitive sense

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Helena Addae

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McClelland’s Theory of Needs

  • The theory focuses on three needs:

Need for achievement (nAch):

Need for power (nPow):

Need for affiliation (nAfl):

Implications?

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Helena Addae

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Intrinsic and Extrinsic Rewards

Intrinsic

What?

Examples?

Extrinsic

What?

Examples?

Implications of intrinsic & extrinsic

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Helena Addae

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Contemporary Theories of Motivation

  • Job Engagement
  • Goal Setting Theory
  • Self-Efficacy Theory
  • Reinforcement Theory
  • Equity Theory
  • Organizational Justice
  • Expectancy Theory

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Helena Addae

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Job Engagement for Management

  • Job engagement

  • What?
  • Employee’s physical, cognitive, and emotional energies into job performance.

  • What makes people more engaged in their job?

  • Effects
  • successful organizations
  • positively link with performance and citizenship behaviors.
  • Positive link between engagement and work-family conflict.

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Helena Addae

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Goal-Setting Theory

  • Goal-Setting Theory
  • What?

  • Why?

  • Effects
  • SMART goals

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Helena Addae

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Goal-Setting Theory

  • Factors influencing the goals-performance relationship:

Goal commitment

Task characteristics

National culture

Goals and MBO

Tangible, verifiable, measurable

SMART

Feedback

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Helena Addae

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Goal-Setting Theory

  • Factors influencing the goals-performance relationship:

Goal commitment

Task characteristics

National culture

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Helena Addae

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Self-Efficacy Theory (Albert Bandura)

  • Self-efficacy theory
  • What?
  • Enactive mastery
  • gaining relevant experience with the task or job
  • Vicarious modeling
  • more confident because you see someone else doing the task
  • Verbal persuasions
  • someone convinces you that you have the skills;
  • Arousal
  • energized state, driving a person to complete the task.

  • Intelligence and personality - increase self-efficacy.

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Helena Addae

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Self-Efficacy Theory

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Self-Efficacy Theory

  • Why self efficacy in motivation?
  • Implications of self-efficacy theory:
  • Training
  • Performance appraisal

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Helena Addae

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Reinforcement Theory

  • Reinforcement theory:
  • What?
  • behavior is a function of its consequences.

  • Operant conditioning theory:
  • behave to obtain something desirable or to avoid something we don’t want. (B.F. Skinner’s behaviorism)

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Helena Addae

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Self-Efficacy, Reinforcement, and Expectancy Theory (5 of 8)

  • Social-learning theory: we can learn through both observation and direct experience.
  • Models are central, and four processes determine their influence on an individual:
  • Attentional processes
  • Retention processes
  • Motor reproduction processes
  • Reinforcement processes

Social-learning theory argues that we can learn through both observation and direct experience. Models are central to the social-learning viewpoint. Four processes determine their influence on an individual:

  • Attentional processes: people learn from a model only when they recognize and pay attention to its critical features.
  • Retention processes: a model’s influence depends on how well the individual remembers the model’s action after the model is no longer readily available.
  • Motor reproduction processes: after a person has seen a new behavior by observing the model, watching must be converted to doing.
  • Reinforcement processes: individuals are motivated to exhibit the modeled behavior if positive incentives or rewards are provided.

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Expectancy Theory

  • Expectancy theory
  • What?
  • An employee will be motivated to exert a high level of effort when he or she believes that:
  • E->P->R (valued rewards: valence of rewards)

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Helena Addae

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Expectancy Theory

Exhibit 7-6 Expectancy Theory

Exhibit 7-6 shows the three key relationships:

  • Expectancy: the effort–performance relationship, which is the probability perceived by the individual that exerting a given amount of effort will lead to performance;
  • Instrumentality: the performance–reward relationship, which is the degree to which the individual believes that performing at a particular level will lead to the attainment of a desired outcome;
  • Valence: the rewards–personal goals relationship, which is the degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individual.

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Expectancy Theory

  • Does expectancy theory work?
  • If effort-performance and performance-reward linkages are clearly perceived

  • If individuals were actually rewarded for performance rather than seniority, effort, skill level, and job difficulty

  • If constraints to performance are reduced

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Helena Addae

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Equity Theory

  • What?
  • Who?
  • Referents
  • Why equity and motivation?

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Helena Addae

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Equity Theory

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Exhibit 7-7 Equity Theory

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Equity Theory

  • Perception of inequity? what predictions can we make about employee behavior?
  • Six potential choices:

Change their inputs.

Change their outcomes.

Distort perceptions of self.

Distort perceptions of others.

Choose a different referent.

Leave the field.

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Helena Addae

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Organizational
Justice Theory

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Organizational Justice

  • Distributive : What? Equity vs equality
  • Procedural: How? Standard, consistent, employee input?
  • Interaction of procedural & distributive
  • Informational- explain decisions, changes
  • Interactional/interpersonal
  • Implications?
  • Performance,OCB,
  • Equity and national culture- Ind/Coll

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Helena Addae

Implications for Managers

  • Intrinsic/extrinsic rewards
  • Goal-setting theory
  • Reinforcement theory
  • Equity theory
  • Expectancy theory

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Helena Addae

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