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Motivation: Theory & Practice
Lesson Objective
Theories of Motivation
The Role of Money
Content Theories
Maslow’s Hierarchy of Need
Alderfer’s ERG Theory
McClelland’s Need for
Achievement
Herzberg’s Two Factor Theory
Theories of Motivation
Content Theories
l
Identifies a list of things that motivate
behavior
Process Theories
l
Identifies how behavior is initiated,
sustained, and terminated.
Maslow
SelfActualization
Esteem
Affiliation
Security
Physiological
Maslow
A satisfied need ceases to motivate behavior
Several needs affect a person’s behavior at any
one time
Lower level needs must be satisfied before
higher level needs are activated
More ways to satisfy higher level needs than
lower level needs
Maslow
Fulfillment off the Job
Need Hierarchy
Education, religion,hobbies
personal growth
Approval of family, friends,
community
Family, friends, community
groups
Freedom from war, pollution,
violence
Food, water, shelter
Fulfillment on the Job
Opportunities for training,
Self-Actualization
Needs
advancement, growth, and creativity
Esteem Needs
Belongingness Needs
Safety Needs
Physiological Needs
Recognition, high status,
increased responsibilities
Work groups, clients,coworkers,
supervisors
Safe work,fringe benefits, job security
Heat, air, base salary
Alderfer
Needs Hierarchy
Theory
ERG
Theory
SelfActualization
Growth
Esteem
Belongingness
Relatedness
Existence
Safety
Physiological
Alderfer’s model has
three sets of needs
conceptualized as a
continuum.
Adds frustrationregression process to
Maslow’s model
Somewhat more
research support than
Maslow’s theory
McClelland
nAch - Need for achievement
nPow - Need for Power
nAff - Need for Affiliation
entrepreneurs
managers
Social
Herzberg
Hygiene Factor
l
Working conditions, salary,
wages, co-workers, job security,
vacation days, sick days, health
insurance. (Context)
Herzberg
Motivators
l
The job itself, achievement,
recognition, responsibility.
(Content)
Process Theories
Vroom’s VIE
Adams’ Equity
Locke’s Goal Setting Theory
Vroom
Valence : perceived value of reward
Instrumentality : perceived
relationship between behavior and
outcomes
Expectancy : belief that effort will lead
to performance
Vroom
E-to-P
Expectancy
P-to-O
Expectancy
Outcomes
& Valences
Outcome 1
+ or -
Effort
Performance
Outcome 2
+ or -
Outcome 3
+ or -
Vroom
Increasing the E-to-P expectancy
Increasing the P-to-O expectancy
training, selection, resources, clarify roles, provide
coaching and feedback
Measure performance accurately, clarify outcomes,
explain how rewards are based on past
performance, provide examples
Increasing outcome valences
Use valued rewards, individualize rewards,
minimize countervalent outcomes
Adams
Outcomes vs. Inputs
Relevant Other
Inequity is stress. Stress is
Motivation
Adams
Comparison
Other
Overreward
Inequity
Outcomes
Outcomes
Inputs
Underreward
Inequity
You
Inputs
Outcomes
Outcomes
Inputs
Inputs
Adams
Individual
perceives
inequality
Individual
experiences
tension
Individual
wants to
reduce
tension
Individual
takes
action
Adams: Dealing with Perceived Inequity
Actually change inputs
Actually change outcomes
Mentally distort inputs or outcomes
Leave organization or transfer to another
department
Change the reference group
Distort others’ inputs or outcomes
Locke
Goal Setting Theory
Goals effect intentions
Goals are Specific, Difficult,
Accepted
Locke
Specific
Relevant
Challenging
Commitment
Participation
Feedback
Task
Effort
Task
Performance
Locke
Task Performance
High
Low
Area of
Optimal
Goal
Difficulty
Moderate
Challenging
Goal Difficulty
Impossible
Money And Motivation
Valence
Stability
Effect on Performance
Primary vs. Secondary