MOTIVATION
MOTIVATION IS:
Motivation is the set of forces that
lead people to behave in particular
ways.
THE FORCES ARE:
THE ENERGY THAT
DRIVES PEOPLE INTO
ACTION
MOTIVATIONAL
FRAMEWORK
Experienced
need
deficiencies
Reassessment
of need
deficiencies
Search for
ways to
satisfy needs
Choice of goaldirected
behaviors
Experienced
rewards or
punishment
Enactment of
behavioral
choice
(performance)
Need-Based Theories of
Motivation
The need-based theories of
motivation reflect a content
perspective in that they attempt to
describe what factor or factors
motivate behavior. They try to list
specific things that motivate
behavior.
Early Views of Motivation
Power
To the extent that individuals want power, this
need provides motivation and could, therefore,
be considered one of the first approaches to
understanding motivated behavior.
Hedonism
– The idea that people seek pleasure and comfort
and try to avoid pain and discomfort.
Scientific Management Approach
Scientific Management
– Associated with the work of Frederick Taylor.
– Assumed that employees are motivated by
MONEY.
– Introduced the idea of “PIECE RATE pay.”
Human Relations Approach
 Human Relations Approach
– Arose from the Hawthorne studies.
– Suggested that people are motivated by things other
than money; in particular, employees are motivated by
and respond to their social environment at work.
– .
– Favorable attitudes, such as job satisfaction, were
presumed to result in employee improved performance.
Need Theories of Motivation
The basic premise of need
theories, consistent with the
motivation framework introduced
earlier, is that humans are
motivated primarily by
deficiencies in one or more
important needs or need categories.
The Hierarchy of Needs
Selfactualization
Esteem
Affiliation
Security
Physiological
ERG Theory
 ERG Theory
– Represents an extension and refinement of the
need hierarchy theory.
– The ERG theory describes Existence,
Relatedness, and Growth needs.
– The ERG theory suggests that if people become
Frustrated trying to satisfy one set of needs,
they will Regress back to the previously
satisfied set of needs.
The Dual-Structure Theory
 The Traditional View
Satisfaction
Dissatisfaction
Herzberg’s View
Satisfaction
Dissatisfaction
Motivation Factors
Hygiene Factors
No Satisfaction
No Dissatisfaction
The Dual-Structure Theory
 Motivation Factors
- Achievement
- Recognition
- The Work Itself
- Responsibility
- Advancement
Hygiene Factors
- Supervision
- Working Conditions
- Pay and Job Security
- Company Policies
- Relationships
Need for Achievement
Most frequently associated with the
work of David McClelland.
The need for Achievement is the
desire to accomplish a task or goal
more effectively than in the past.
Characteristics of HIGH Need
Achievers
Tend to Set
Moderately
Difficult Goals
and Make
Moderately
Risky Decisions
Have a
preoccupation
With Work
Want Immediate,
Specific
Feedback on
Their
Performance
Assume
Personal
Responsibility
for Getting
Things Done
The Need for Affiliation
 Need for human Companionship.
 Individuals with a high need for affiliation
tend to want reassurance and approval
from others and usually are genuinely
concerned about others’ feelings.
 People with a high need for affiliation often
work in jobs with a lot of interpersonal
contact.
The Need for Power
 The desire to control the resources in one’s
environment.
 People with a high need for power can be
successful managers if three conditions are
met:
– They must seek power for the betterment of the
organization rather than for their own interests.
Three Conditions (continued)
– They must have a fairly low need for affiliation
(fulfilling a personal need for power may well
alienate others in the workplace).
– They need plenty of self-control to curb their
desire for power when it threatens to interfere
with effective organizational or interpersonal
relationships.
Summary
 Need Theories focus
on the DRIVERS of
behavior
 Need Structures and
Hierarchies
 To What Extent are
they Culture
Bound???