Motivation• The internal process leading to behavior to satisfy
needs• The primary reason people do what they do is to meet
their needs or wants
The Role of Expectations In Motivation And Performance• The expectations of the manager can effect the
performance of the employee.• Managerial treatment of an employee is a major factor
in how employees performed.
How Motivation Affects Behavior• The level of performance is determined by three
interdependent factors:• Ability• Motivation• Resources
Performance Formula• Performance formula:
• Performance = Ability x Motivation x Resources• Ability and motivation are driving forces of behavior to
create the level of performance• The key to success:
• What do you like to do?• What are you good at doing?• Do you have the resources to achieve your goals?
Content Motivation Theories• Focus on identifying people’s needs in order to
understand what motivates them• Needs Hierarchy
• ERG Theory
• Two-Factor Theory
• Manifest Needs Theory
Needs Hierarchy Theory• Three major assumptions:• Only unmet needs motivate• People’s needs are arranged in order of importance
(hierarchy), going from basic needs to more complex needs• People will not be motivated to satisfy a higher-level need
unless the lower-level need(s) has been satisfied
ERG Theory• Reorganizes Maslow’s needs hierarchy into three levels
of needs:• Existence: physiological and safety needs• Relatedness: social needs• Growth: esteem and self-actualization needs
• Maintains the higher- and lower- order needs• Also maintains that unsatisfied needs motivate
individuals
Needs Hierarchy vs ERG Theory
Self-Actualization
Esteem
Social
Safety
Physiological
Growth
Relatedness
Existence
Lower-level needs
Higher-level needs
Two-Factor Theory (Herzberg)
• The two-factor theory proposes that employees are motivated by motivators rather than by maintenance factors. • Maintenance factors (extrinsic):
• lower level needs because the motivation comes from outside the job• Motivators (intrinsic):
• higher level needs in which the motivation comes from the work itself
Two-Factor Theory• Providing maintenance factors keeps people from being
dissatisfied, but does not motivate• Organizations need to ensure that employees are not
dissatisfied with maintenance factors and focus on motivating them through their jobs
• Employees are more motivated when they feel they are doing meaningful work
Acquired Needs Theory• Proposes that employees are motivated by their needs
for achievement, power, and affiliation.• It is also called learned needs and three needs theory
because of three needs:• The Need for Achievement • The Need for Power• The Need for Affiliation
Acquired Needs Theory• The Acquired Needs Theory holds that needs are based
on personality and are developed and learned as people interact with the environment.
• Managers tend to have a high need for power, followed by a high need for achievement, and a low need for affiliation.
Process Motivation Theories• Attempt to understand how and why people are
motivated• Expectancy Theory• Equity Theory
Expectancy Theory (Vroom)
• Motivation = Expectancy x Valence• Expectancy: Perception of one’s ability to accomplish an
objective• The higher one’s expectancy, the better the motivation
• Valence: the value a person places on the outcome or reward• The higher the value (importance) of the outcome or
reward, the better the motivation
Expectancy Theory• Clearly define objectives and the performance needed
to achieve them• Tie performance to rewards• Be sure rewards have value to employees• Gain trust from employees
Equity Theory (Adam)
• People compare their inputs and outputs to that of relevant others• Equitably Rewarded• Under Rewarded• Over Rewarded
• Employees must perceive that they are being treated fairly, relative to others
Reinforcement Theory (Skinner)
Stimulus Response Consequences
(Behavior / Performance) (Reinforcement / Positive or Negative)
• Behavior can be controlled through the use of rewards• Behavior is learned through experiences of positive and
negative consequences
Types of Reinforcement• Positive Reinforcement
• Generally works better than punishment, especially when training employees
• Avoidance reinforcement • Also called negative reinforcement, used to encourage
continued desirable behavior
• Punishment• Involves the actual use of a negative consequence to decrease
undesirable behavior• Extinction:
• Attempt to reduce or eliminate a behavior withholding reinforcement when an undesirable behavior occurs
Types of Reinforcement
Schedules Of Reinforcement
• Each and every desired behavior is reinforced• Real-time feedback to
employees• Piece rate productivity
reward for each unit produced
• Reward is given based on the passage of time or output• Fixed interval schedule• Variable interval schedule• Fixed ratio schedule• Variable ratio schedule
Continuous Reinforcement Intermittent Reinforcement
Rewards and Recognition Theory Reward
Hierarchy of needs and ERG Lower level: FinancialUpper level: Nonfinancial
Two-factor theory Maintenance needs: FinancialMotivators: Nonfinancial
Acquired needs theory Varies
Equity theory Equitable financial and nonfinancial
Goal-setting theory Financial and nonfinancial
Expectancy theory Dependent on what is valued
Reinforcement theory Positive reward and negative punishment