Mgt 4310
Week 4
Motivation
 An
internal state
 Manager’s motivate employees by
creating an environment where motivation
is aligned to organizational goals.
Maslow’s Hierarchy of Needs
Self-actualization
Self-esteem
Social Belonging
Security
Physiological
Maslow’s Hierarchy of Needs
Self-Actualization
The need to develop one’s true potential
and skills (creative, autonomous tasks)
Self-Esteem
The need for feelings of adequacy, competence, and
confidence (awards, prestigious titles, promotions)
Belongingness
The need for social interaction, affection, friendship
(opportunities to interact, supportive supervision)
Safety
The need for security, freedom from anxiety, order (job
security, comfortable work environment, adequate pay)
Physiological
The needs for survival, such as, food, water, shelter
(minimum pay and existence level support)
Aldefer’s ERG Theory
Needs – needs satisfied by
material substances
 Existence
Needs – the need for
meaningful social relationships
 Relatedness
Needs – need for developing one’s
potential
 Growth
Social Reinforcement Theory
 Increase

desirable behavior by:
following with a desirable consequence
(Positive Reinforcement)
• Or

removing an undesirable consequence
(Negative Reinforcement)
Social Reinforcement Theory
 Decrease

undesirable behavior by:
following with a undesirable consequence
(Punishment)
• Or

removing the desirable consequence
(Extinction)
Hertzberg
 Intrinsic
motivation and Extrinsic
Motivation

Job Design
• Job Breadth, Job Enlargement (variety)
• Job Depth, Job Enrichment (responsibility)
Equity Theory
Perceived
Ratio Comparisona
Employee’s
Assessment
Outcomes A
Inequity (Underrewarded)
<
Inputs A
Outcomes A
Inputs B
=
Inputs A
Outcomes A
Inputs A
aPerson
Outcomes B
Outcomes B
Equity
Inputs B
>
Outcomes B
Inequity (Overrewarded)
Inputs B
A is the employee, and person B is a relevant other or referent.
Expectancy Theory
Ability
Motivation
Effort
Performance
Outcomes
(rewards)
A person’s motivation is a function of:
A. Effort-to-performance expectations
B. Performance-to-outcome expectancies
C. Perceived valence of outcomes
Motivation Equals =
Valence (Value of
Outcome)
Effort
(E > P)
Performance
Expectancy (E)
(probability of Effort leading
to Performance)
Influenced by Ability
(P > O)
Reward Outcome
Instrumentality (I)
(probability of Performance
leading to Reward Outcome)
Implications of expectancy
(Nadler and Lawler)







Understand outcomes valued by employees
Define desired behaviours (measurable)
Make sure performance is reachable
Link performance to outcomes
Look for conflicting expectancies (interfering
outcomes)
Make rewards significant enough to be motivate
Check for equity
Goal-Setting Theory

Setting specific goals increases performance
 Difficult goals result in higher performance
 Feedback causes higher performance than nonfeedback
 Goals must be accepted by the individual people are more committed to goals they set
themselves and make public
Social Cognitive Effects:
Self-Fulfilling Prophecy

When our expectations about another person cause
that person to act in a way that is consistent with our
expectations. Steps:




Expectations formed about future performance
Behaviour toward the person is consistent with our
expectations
Effects are produced on the person’s beliefs (selfefficacy), motivations and performance
Behaviour fulfills expectations and reinforces
original perceptions
Creating a Motivation Model

Independent variable – a predictor variable (e.g. effort). Predicts
outcomes. Normally found at the beginning of your model.

Dependent variable – an outcome or criterion variable (e.g.
performance). Found at the end of your model.

Moderator variable – variables that will effect the relationship between
the independent and dependent variables (e.g. ability). Normally placed
at the edges of the model with links to the independent and dependent
variables.

Mediator variable – a variable that links the independent and
dependent variables. Found between the independent and dependent
variable. The only link between the independent and dependent
variable is through the mediator, otherwise the independent variable
has no link to the dependent variable.
Ability
Effort
Performance
Satisfaction
Job Characteristics Model
Job enrichment
 Combine
tasks
 Establish client relationships
 Reduce supervision
 Increase autonomy and decision
making
 Have direct feedback on performance
Recognizing Contributions
Build self-confidence through high
expectations
Connect performance to rewards
Use a variety of rewards
Be positive and hopeful
 Within
groups of about 5 members, use
the process theories to:

Develop a recommendation to present to
the class on the way that you can motivate
yourself and your classmates.
• Make sure that you can explain the link to the
theory or theories
• Remember the instructor is not the sole initiator
of motivation
• Ideas that can be comfortably managed will be
implemented
Focus on whole not the individual
 Issues

Concentrating rewards on the Stars

Concentrating outside not inside

Self-fulfilling prophecy gone wrong

Ignoring the culture