Chapter 5
MOTIVATION
Chapter 5
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Motivation
• Motivation is the willingness of a person to
exert high levels of effort to satisfy some
individual need or want.
– The effort is a measure of intensity.
– Need – Some internal state that makes certain
outcomes appear attractive.
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Maslow’s Hierarchy of Needs
Self-actualization
Ego or Esteem Needs
Social/Belonging Needs
Safety/Security Needs
Physical Needs
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Alderfer’s ERG Theory of Motivation
All needs are
operative at
one time
Existence
Relatedness
Chapter 5
Growth
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Herzberg’s Motivation-Hygiene Theory
• Two independent scales:
– Satisfaction and No Satisfaction
• These are the motivators
– Dissatisfaction and No Dissatisfaction
• Hygiene or maintenance factors
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Comparison of Hygiene and Motivators
• Hygiene Factors
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• Motivators
Company policies
Supervision
Work conditions
Salary
Relationship with peers
Status
Security
These factors contribute to
job dissatisfaction.
Chapter 5
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Recognition
Achievement
Work itself
Responsibility
Opportunity for
advancement
– Growth
These factors contribute to
job satisfaction.
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Satisfiers and Dissatisfiers
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• What Supervisors thought
employees wanted:
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High wages
Job security
Promotion in the company
Good working conditions
Interesting work
Personal loyalty of supervisor
Tactful discipline
Full appreciation of work done
Help on personal problems
Feeling of being in on things
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Menefee
What employees say they wanted!
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Chapter 5
Full appreciation of work done
Feeling of being in on things
Help on personal problems
Job security
High wages
Interesting work
Promotion in the company
Personal loyalty of supervisor
Good working conditions
Tactful discipline
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Menefee
Comparison
Supervisors
1. High wages
2. Job security
3. Promotion in the
company
4. Good working
conditions
5. Interesting work
7. Personal loyalty of
supervisor
8. Tactful discipline
9. Full appreciation of
work done
10. Feeling of being in
on things
Chapter 5
Employees
1.Full appreciation of work done
2. Feeling of being in on things
3. Help on personal problems
4. Job security
5. High wages
6. Interesting work
7. Promotion in the company
8. Personal loyalty of supervisor
9. Good working conditions
10. Tactful discipline
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Menefee
McGregor’s Theory X and Theory Y
• Theory X
• Theory Y
– Managers are pessimistic
about workers’ capabilities.
– Managers believe people
dislike work, seek to avoid
responsibility, and are not
ambitious.
– Employees must be closely
supervised.
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– Managers are more
optimistic about workers’
capabilities.
– Managers believe people
enjoy work, willingly accept
responsibility, exercise selfcontrol, have the capacity
to innovate, and work is as
natural as play.
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Chapter 5
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McClelland’s Needs Theory
• The need for Achievement:
– is the drive to accomplish challenging goals.
• The need for Power:
– is the desire to control others; to influence others’
behavior according to one’s wishes.
• The need for Affiliation:
– is the desire for close relationships with others.
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Goal Setting Theory
• A goal is what a person tries to attain,
accomplish, or achieve.
– Goals tell an employee what needs to be done and how
much effort will need to be expended.
– A specific hard goal that is understood and accepted by the
individual acts as an internal stimulus.
– Specific hard goals produce a higher level of output than
does the generalized goal of “do your best.”
– The specificity of the goal itself acts as an internal stimulus.
– Feedback is critical and acts to guide behavior.
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Equity Theory of Motivation
• Individuals compare their job inputs and outcomes
with those of others and then respond so as to
eliminate any inequities.
• Equity theory recognizes that individuals are
concerned not only with the absolute amount of
reward for their efforts, but also with the
relationship of this amount to what others receive.
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Equity Theory of Motivation
Performance
Education
Organizational Level
Tenure/Seniority
Gender
INPUTS
Chapter 5
Social Reward
Benefits
Recognition
Actual Pay
Perks
OUTPUTS
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Equity Theory of Motivation
• If an imbalance is perceived, what could be done?
– Change the inputs.
– Change the outcomes (Outputs).
– Look at another measurement.
– Change one’s self-perception.
– Choose a different reference point.
– Choose to leave.
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Reinforcement Theory
• A counterpoint to the goal-setting theory:
– In the reinforcement theory, a behaviorist approach
argues that reinforcement conditions behavior.
– Reinforcement theorists see behavior as being
behaviorally caused.
– Reinforcement theory ignores the inner state of the
individual and concentrates solely on what happens to
a person when he or she takes some action.
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Positive Reinforcement
• Positive reinforcement means
providing a positive response when a
person demonstrates the desired
behavior.
• “People tend do that for which they
get rewarded for doing.”
Pat Carrigan, GM Bay City, MI
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Negative Reinforcement
• Negative reinforcement means
rewarding by taking away
uncomfortable consequences.
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Punishment and Extinction
• Punishment is the application of an
undesirable consequence for an
undesired behavior.
• Extinction is the reduction in frequency
of undesired behavior by removing the
reward for such behavior
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Expectancy Theory
• The strength of a tendency to act in a certain way
depends on the strength of an expectation that the
act will be followed by a given outcome and on the
attractiveness of that outcome to the individual. The
theory focuses on three relationships:
– effort-performance relationship.
– performance-reward relationship.
– reward-personal goals relationship.
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Expectancy Theory
• Effort-performance relationship:
– the probability perceived by the individual that exerting a
given amount of effort will lead to performance.
• Performance-reward relationship:
– the degree to which the individual believes that
performing at a particular level will lead to the
attainment of a desired outcome.
• Reward-personal goals relationship:
– the degree to which organizational rewards satisfy an
individual’s personal goals or needs and the
attractiveness of those potential rewards for the
individual.
Chapter 5
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Why study this?
Cost of Non-Motivated Employees
– High turnovers
– Higher training costs
– Higher absenteeism
– Increased errors
– Minimum performance
– Violation of safety rules
– Poor attitudes reflect on entire organization, not
just the individual
– Customer relation/service issues
Chapter 5
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Summary
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What motivation is – definition
Maslow’s Hierarchy of Needs Theory
Alderfer’s ERG Theory Model
Herzberg’s Motivation-Hygiene Theory
McGregor’s Theory X and Theory Y concept
McClelland’s Needs Theory
Chapter 5
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Summary
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Goal-Setting Theory
Equity Theory of Motivation
Reinforcement Theory
Expectancy Theory
Chapter 5
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