DEFINITION

CYCLE

THEORIES

DefinitionThe processes that account for an

individual’s intensity, direction and persistence of effort to attain a goal.

3 KEY ELEMENTSINTENSITY – how hard a person triesDIRECTION –where the drive is channeled, is

it in the same direction as the organization?PERSISITENCE – how long a person maintains

effort

Motivation

The forces within a person that affect the direction, intensity, and persistence of

voluntary behavior.

Basic Motivation ProcessUnsatisfied need creates tensionTension stimulates drive w/in individualDrives generate a search to find attainable

goals that will satisfy the needThis leads to reduced tension

EARLY THEORIES1. Motivation Process 2. Maslow’s hierarchy of needs 3. Theory X and Theory Y 4. Motivation/Hygiene Theory 5. McClelland’s Theory of Needs

CONTEMPORARY THEORIES

6. Goal-setting Theory7. Reinforcement Theory 8. Equity Theory 9. Expectancy Theory

MASLOW’S HIERARCHY OF NEEDS

Maslow’s Hierarchy of NeedsSelf-Actualization: realization of potential

Truth, rather than dishonestyEsteem: self respect, autonomy, recognitionSocial: affection, belonging, friendshipSafety: security and protection from harmPhysiological: hunger, thirst, shelter, bodily

needs

Each need must be satisfied before you can move to the next level of need

Universally popular but not validated by research

Self actualization

Goodness, rather than evil. Beauty, not ugliness or vulgarity. Unity, wholeness, and transcendence of opposites, not arbitrariness or forced choices. Aliveness, not deadness or the mechanization of life. Uniqueness, not bland uniformity. Perfection and necessity, not sloppiness, inconsistency, or accident. Completion, rather than incompleteness. Justice and order, not injustice and lawlessness. Simplicity, not unnecessary complexity. Richness, not environmental impoverishment. Effortlessness, not strain. Playfulness, not grim, humorless, drudgery. Self-sufficiency, not dependency. Meaningfulness, rather than senselessness.

SELF ACTUALIZED PEOPLEThomas JeffersonAbraham LincolnAlbert EinsteinJane AddamsWilliam JamesAlbert SchweitzerAldus HuxleyEleanor Roosevelt 

THEORY X & THEORY Y

Theory X & Theory YDouglas McGregor

McGregor maintained:

-Two fundamental approaches to managing people

- Many managers tend towards theory x, and generally get poor results.

- Enlightened managers use theory y, which produces better performance and results, and allows people to grow and develop.

Theory x

AUTHORITARIAN Management Style

-Employees inherently dislike work & try to avoid it-Therefore, the must be coerced, controlled and -threatened to achieve goals-Employees avoid responsibility and see direction-Security is the most important factor, very little ambition

Theory YPARTICIPATIVE

Assumptions:Employees exercise self-direction & self-controlAverage employees accept and seek responsibilityEmployees view work as being as natural as rest or

playThe ability to make innovative decisions is shared

by everyoneNo validity to support either set of assumptions,however may be appropriate in a particular situation

policy relationship with supervisor work conditions salary company car status security relationship with subordinates personal life

Examples of Herzberg's 'hygiene' needs (or maintenance factors) in the workplace are:

Motivation/Hygiene theory Dave Herzberg

WHAT DO PEOPLE WANT FROM THEIR JOB?

Hygiene factors affect job dissatisfaction

-quality of supervision-pay-company policies-working conditions-relationships-job security

Motivator factors affect job satisfaction

-promotional opportunities-personal growth-recognition-responsibility-achievement

HERZBERG

This theory has broad appeal, widely readNot much support of the theory

McClelland’s Theory of Needsthree types of motivational need

Need for Achievement: The n-ach person is 'achievement motivated' and therefore seeks achievement, attainment of realistic but challenging goals, and advancement in the job. There is a strong need for feedback as to achievement and progress, and a need for a sense of accomplishment

Need for Power: The n-pow person is 'authority motivated'. This driver produces a need to be influential, effective and to make an impact. There is a strong need to lead and for their ideas to prevail. There is also motivation and need towards increasing personal status and prestige.

Need for Affiliation:The n-affil person is 'affiliation motivated', and has a need for friendly relationships and is motivated towards interaction with other people. The affiliation driver produces motivation and need to be liked and held in popular regard. These people are team players.

Goal Setting Theory

Cognitive approachSpecific goals lead to increased performance . Difficult goals

result in higher performance than easier goals/.

Goal-setting theGoals should be specific and difficultSet the highest goals achievableMake goals

SpecificChallengingProvide feedback

Why are difficult goals motivating?Direct your attention to the task at handHelp you to focusEnergize you because you have to work harderPeople persist longer at achieving a difficult goalLeads us to discover new strategies to achieveResearch concludes that setting specific,

challenging goals for employees is the best thing a manager can do to improve performance.

Self-Efficacy TheoryAlso known as social cognitive theory or

social learning theoryAn person’s belief that they are capable of

performing a taskThe higher your self efficacy, the more

confidence you have in your ability to succeed, the more motivated you become when feedback is negative

Current theorist associated is Albert Bandura

EQUITY THEORYPEOPLE COMPARE WHAT THEY PUT IN AND

WHAT THEY GET OUT OF A JOB, TO OTHERSWe put in: effort, experience, education,

competenceWe get out: salary, raises, recognitionIf we believe our comparison to others is equal,

we believe this is fair and justIf we believe our comparison is unequal we

experience tension: if under rewarded tension leads to anger, if over rewarded tension leads to guilt

EXPECTANCY THEORYTheorist Victor VroomCurrently, most widely accepted explanation

of motivation .EMPLOYEES WILL BE MOTIVATED TO

EXERT A HIGH LEVEL OF EFFORT IF: The effort leads to a good performance appraisal A good performance appraisal will lead to financial

rewards The financial rewards will satisfy personal needs

expectancyThe premise of this theory is that

organizations would reward individuals for performance rather than according to criteria, such as seniority, effort, skill level, or job difficulty.