Chapter 6 Motivation
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1.outline the basic motivation process
2.describe Maslow’s hierarchy of need theory
3.contrast theory X and theory Y
4.differentiate motivators from hygiene factors
5.list the characteristics that high achievers
prefer in a job
6.contrast reinforcement and goal-setting
theories
7.explain equity theory
8.clarify the key relationships in expectancy
theory
1 what is motivation?
Unsatisfied
Tension
Drives
need
Search
behavior
Satisfied
need
Reduction
of tension
tension
Basic Motivation Process
2 Early theories of motivation
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2.1 Hierarchy of needs theory
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higher-order
self-actualization
esteem
social
safety
physiological
Maslow’s hierarchy of need theory
（马斯洛需求层次论）
internally
lower-order
externally
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Alderfer’s ERG theory
Existence
(safety + physiological)
Relatedness
(social)
Growth
(esteem + self-actualization)
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2.2 theory X and theory Y
Douglas McGregor
Two distinct views of human beings:
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basically negative——theory X
basically positive——theory Y
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2.3 two-factor theory（双因素理论）
motivation-hygiene theory
Question:
What do people want from their job?
He asked people to describe, in detail,
situation in which they felt exceptionally
good or bad about their jobs.
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Motivator factor affect
job satisfaction
Promotional opportunities
Opportunities for personal
growth
Company policies
Recognition
Physical working conditions Responsibility
Relations with others
Achievement
Job security
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high
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Hygiene factors affect
job dissatisfaction
Quality of supervision
Pay
job dissatisfaction
0
job satisfaction
high
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Satisfaction
Dissatisfaction
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Satisfaction
No Satisfaction
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Dissatisfaction
No Dissatisfaction
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The factors leading to job satisfaction are
separate and distinct from those that lead to
job dissatisfaction.
Managers who seek to eliminate factors that
can create job dissatisfaction may bring
about peace but not necessarily motivation.
Hygiene factors: when they’re adequate,
people will not be dissatisfied; neither will
they be satisfied.
Motivation factors: satisfied,
intrinsically rewarding
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Criticisms:
3 contemporary theories of
motivation
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3.1 McClelland’s theory of needs
Three major relevant motives or needs in the
workplace:
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Need for achievement (nAch)
Need for power (nPow)
Need for affiliation (nAff)
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First, individuals with a high nAch prefer job
situation with personal responsibility,
feedback, and an intermediate degree or risk.
Second, a high nAch does not necessarily
lead to being a good manager, especially in
large organizations.
Third, the best managers are high nPow and
low nAff.
Last, employees have been successfully
trained to stimulate their achievement need.
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3.2 Goal-Setting theory（目标设置理论）
Intentions (goals) can be a major source of
work motivation.
Specific goals —— increased performance
Difficult goals —— higher performance?
The specificity of the goal itself acts as an
internal stimulus.
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If employee have the opportunity to
participate in the setting of their own goals,
will they try harder?
A major advantage of advantage of
participation may be in increasing acceptance
of the goal itself as a desirable one to work
toward.
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3.3 Reinforcement theory（强化理论）
A behavioristic approach ——
reinforcement conditions behavior
What controls behavior are reinforce ——
any consequences that ,when immediately
following a response, increase the
probability that the behavior will be repeated.
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People will exert more effort on tasks that are
reinforced than on tasks that are not。
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3.4 Equity theory（公平理论）
Center---- relative reward
There is ample evidence for us to
conclude that employees compare their
own job inputs and outcomes with those
of others and that inequities can influence
the degree of effort that employee exert.
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Equity theory says that employee weigh what
they put into a job situation (input) against
what they get from it (outcome) and then
compare their input：out come ratio with the
input: outcome ratio of relevant others.
If the ratios are unequal, inequity exist; that is,
the employees tend to view themselves as
underrewarded or overrewarded.
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When inequities occur, employee will attempt
to correct them.
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Three referent categories:
other system self
Other—— other individuals
System—— pay policies and procedures
administration
Self—— input : outcome ratios
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Five choices:
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Four propositions relating to inequitable pay：
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3.5 Expectancy theory（期望理论）
Victor Vroom
Expectancy theory argues that the
strength of a tendency to act in a certain
way depends on the strength of an
expectation that the act will he followed
by a given outcome and on the
attractiveness of that outcome to the
individual.
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Three variables:
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Attractiveness
Performance / reward linkage
Effort/ performance linkage
Individual
effort
1
2
Individual
performance
Organizational
rewards
3
Individual
goals