
Motivation
› Need/desire that energizes one’s behavior
and directs it toward a personal goal
› Any activity performed by another to get
someone else to meet an organizational
goal
› Also includes your willingness to exert effort
to achieve organizational goals so effort
leads to satisfying individual needs
Performance is a function of both your
ability and your willingness to do the job
 Organizations must find way to maximize
your potential—ways to motivate you
 However—motivation comes from within

Your motivation is described by your
outward behavior
 Organizational goals and personal
needs must be met
 We need to see how our work leads to
something we need or want


Effort
› The intensity with which you approach the
task

Organizational Goals
› Your effort is directed toward some goal

Needs
› Reflect some internal process that makes
certain outcomes appear attractive

Needs
› Motivation begins with an unsatisfied need
› Tension exists when you have unsatisfied
needs

Tension
› Functional—creates a drive to achieve goal
› Many pieces must come together for you to
have desire to excel
› Dysfunctional—creates a sense of
hopelessness
Maslow’s Hierarchy of Needs (already
studied this)
 McGregor’s Theory X and Y (already
studied)
 Herzberg’s Motivation-Hygiene Theory

› Believed that your attitude toward work can
determine your success or failure
› Asked, “What do you want from your job?”
Opposite of satisfaction is not
dissatisfaction—more of a continuum
 Factors that lead to satisfaction are
different than those leading to
dissatisfaction
 Hygiene factors—those that create
dissatisfaction
 Motivators—factors that increase job
satisfaction


Three-Needs Theory (David McClelland)
› Achievement
› Power
› Affiliation

Referents—you compare your effort and
rewards to the effort and rewards of
others in the organization
› We look for an equitable situation
› Fairness

Expectancy Theory—belief that you will
act in accord with org. goals if you
believe you’ll be rewarded
› Effort-Performance Linkage—if you make the
effort, you’ll be successful
› Performance-Reward Linkage—if you’re
successful, you’ll be rewarded
› Attractiveness—if you’re rewarded, you’re
given something you value
Having a more meaningful job
 Job Characteristics Model

› Skill Variety—lets you use different skills and
›
›
›
›
talents
Task Identity—opportunity for you to complete
the whole job or identifiable component(s)
Task Significance—effect job has on others
Autonomy—freedom/independence to
schedule the work and determine procedures
Feedback—direct/clear info about
performance
Job Enrichment—employees assume
some of the tasks typically performed by
supervisor
 QWL—Quality of Work Life—degree to
which workers are motivated, supported,
and encouraged by their work
environment

Job Rotation
 Flextime
 Flexible Reward System
 Some Rewards aren’t $$$
 Happy workers tend to be more
productive
 Rate of turnover
