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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