Basic Motivation Concepts

1. Basic Motivation Concepts Chapter 6 Organizational Behavior Stephen P. Robbins

2. What is motivation? Defined as the psychological forces within a person that determine: Direction Intensity Persistence

3. Basic Motivation Process Unsatisfied Need Reduction of tension Tension Drivers Search Behavior Satisfied need

4. Content, Reinforcement and Process Theories Content: Profile different needs that may motivate individual behavior. Reinforcement: Emphasize the means through which operant conditioning takes place. Process: Seek to understand the thought processes that determine behavior.

5. Content Theories of Motivation • Murray’s Manifest and Latent Needs • Maslow’s hierarchy of needs • Alderfer’s ERG theory • McClelland's Acquired needs theory • Herzberg’s two-factor theory

6. Murray’s Manifest and Latent Needs A manifest need is a desire that has been activated by a stimulus or cue. Latent needs are those desires that lie dormant as a result of lack of stimulation by the environment.

7. Maslow’s hierarchy of needs Self – actualisation Esteem Social Safety Physiological

8. The Proposed Chinese Needs Hierarchy

9. Alderfer’s ERG Approach

10. Theory X and Theory Y

11. Dissatisfaction and demotivation Not dissatisfied but not motivated Positive satisfaction and motivation Herzberg’s Motivation and Hygiene Factors

12. Motivator Hygiene Factors Herzberg

13. Contrasting Views of Satisfaction and Dissatisfaction Traditional view Satisfaction Dissatisfaction Herzberg's view Motivators Satisfaction No satisfaction Hygiene Factors No dissatisfaction Dissatisfaction

14. McClelland's Acquired needs theory • Need for achievement (nAch) • Need for affiliation (nAff) • Need for power (nPower)

15. McClelland's Acquired needs theory • Need for achievement (nAch) • Need for affiliation (nAff) • Need for power (nPower) Managers should learn to identify these needs and then create work environments that are responsive to them.

16. Reinforcement Theory Reinforcement, is the administration of a consequence as a result of behavior.

17. Process Theories • Cognitive Evaluation Theory • Goal-Setting Theory • Equity Theory • Expectancy Theory

18. Intrinsic and Extrinsic motivation • Intrinsic motivationrefers to motivation that is driven by an interest or enjoyment in the task itself, and exists within the individual rather than relying on any external pressure. • Extrinsic motivationcomes from outside of the individual. Common extrinsic motivations are rewards like money and grades, and threat of punishment.

19. Cognitive Evaluation Theory Simply says that if you add an extrinsic reward to a behavior that was done by a person who already feels intrinsically rewarded will often decrease that person’s motivation to continue that behavior in the long run.

20. Goal-setting Theory Goal Proximity Difficulty Specificity

21. Goal-setting Theory Goal Proximity Difficulty Specificity Effects on Person Direct attention Effort Persistence Cognitive strategies

22. Goal-setting Theory Goal Proximity Difficulty Specificity Effects on Person Direct attention Effort Persistence Cognitive strategies Performance Goal commitment Task complexity

23. Goal-setting Theory Goal Proximity Difficulty Specificity Effects on Person Direct attention Effort Persistence Cognitive strategies Performance Goal commitment Task complexity Feedback

25. Equity Theory Individuals compare their job inputs & outcomes with those of others & then respond so as to eliminate any inequities Input Output Time Effort Hard work Commitment Ability Flexibility Job Security Salary Thanks Sense of achievement Development Enjoyment

26. Inequity Situation Decisions Distort either their own or other’s inputs or outcomes Behave in some way so as to induce others to change their inputs or outcomes Behave in some way so as to change their own inputs or outcomes Choose a different comparison referent Quit their job

27. Inequitable payment propositions Employee thinks he/she is Underpaid Employee thinks he/she is Overpaid Quality Down Quantity the same or up Quantity the same or down Quality up Piece-Rate Basis Quality or Quantity should go down Quality or Quantity should go up Time Basis

28. Victor Vroom’s expectancy theory Individual Effort Task Performance Work-related Outcomes Motivation Expectancy Instrumentality Valence = × ×

29. Victor Vroom’s expectancy theory Individual Effort Task Performance Work-related Outcomes Motivation Expectancy Instrumentality Valence = × × Select capable worker, train them, support them, set clear goals Clarify possible rewards for performance, trust, policies Identify needs, preferences, values and match them with rewards

32. References • Stephen P. Robbins - Organizational Behavior • Stephen P. Robbins - Essentials Of Organizational Behavior • Organizational Behavior - Robert E Stevens, David L Loudon, O. Jeff Harris, Sandra J Hartman • Organizational Behavior - John R. Schermerhorn, Jr.; James G. Hunt • http://giftedkids.about.com/od/glossary/g/intrinsic.htm • Psychology", Bernstein, Penner, Clarke-Stewart, Roy, Houghton Mifflin Company, 2006 • Huseman, R.C., Hatfield, J.D. & Miles, E.W. (1987). A New Perspective on Equity Theory: The Equity Sensitivity Construct. The Academy of Management Review. 12;2: 222-234. • Messick, D. & Cook, K. (1983). Equity theory: psychological and sociological perspectives.Praeger. • Shalley, Christina E. (April 1995), "Effects of Coaction, Expected Evaluation, and Goal Setting on Creativity and Productivity", Academy of Management Journal 38 (2): 501, http://www.jstor.org/pss/256689, retrieved 2010-06-01 • Other organizational references