Motivation:
basic concepts.
José Onofre Montesa Andrés
Universidad Politécnica de
Valencia
Escuela Superior de
Informática Aplicada
2003-2004
Subjects to study
• What is motivation?
• Theories of motivation
• Why people meats objectives.
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What is motivation?
– It’s not a personal trait, that is, some have
it and others don’t.
– “The willingness to exert high levels of
effort toward organizational goals,
conditioned by the effort’s ability to
satisfy some individual need.
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The motivation Process
Search
Drives
behavior
Satisfied
need
Tension
Unsatisfied
Need
Reduction
of Tension
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Early Theories of Motivation
• Maslow, hierarchy of needs theory,
• Theories X and Y
• Motivation-Hygiene
• They represent a foundation from which
contemporary theories have grow
• Manager regularly use this theories
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Hierarchy of needs theory
• Maslow hypothesized this hierarchy
Self actualization
Esteem
Social
Safety
Physiological
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Theory X (McGregor)
• Assumption:
• Employees dislike work, are lazy, dislike
responsibility, and must be coerced to
perform.
• Manager must do:
•
•
•
•
Supervision and control.
Find easy tasks to people.
Document de work process.
Paid well and be equilibrated..
• Expected results:
• Standard production.
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Theory Y (McGregor)
– Assumption:
• Employees like work, are creative, seek
responsibility, and can exercise self direction.
– Manager must do:
• Inform employees.
• Listen plans, objections and suggestions.
• Allow self direction.
– Expected results:
• Better moral.
• No change resistance.
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Motivation-Hygiene theory (HERZBERG)
dissatisfaction
-40
-30
-20
-10
0
Satisfaction
10
20
30
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Achievement
Recognition
Work itself
Responsibility
Advancement
Grow
Company policy and admin.
Supervision
Relationship with supervisor
Work Conditions
Salary
Relationship with peers
Personal life
Relationship with subordinates
Status
Security
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8
Contemporary theories
•
•
•
•
•
•
ERG theory
McCleland Theory of needs
Cognitive evaluation
Reinforcement theory
Equity theory
Expectancy theory
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ERG
• More than one need
may be operative at
the same time.
• If the gratification
of a higher level
need is stifled, the
desire to satisfy a
lower level need
increases.
Grow
Relatedness
Existence
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McCleland Theory of needs
• Achievement need
– The drive to excel, to achieve in relation to a set of
standards, to strive to succeed.
• Power need
– The need to make others behave in a way that they
would not have behaved otherwise.
• Affiliation need
– The desire for friendly and close interpersonal
relationships.
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Cognitive evaluation
• Allocating extrinsic rewards for
behavior that had been previously
intrinsically reward tends to decrease
the overall level of motivation.
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Goal setting theory
• ----”Just do your best”---• The theory that specific and difficult goals
least to higher performance.
• Tell employee what needs to be done and how
much effort will need to be expended.
• Feedback and self generate feedback.
• Participative ser goals elicited superior
performance.
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Reinforcement theory
• Concept:
– Behavior is a function of its consequences
Response
Reinforcement
Repeated
Situation
Action
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Recurred
14
Equity theory
E 
=
S own
E 
S others
E:
experience,
Knowledge, effort..
S:
payment, advance,
recognition..
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The four referent comparison
that an employee can use:
Self: employee Others
Inside:
current
organization
experience
in other
position
Outside
current
organization
Other jobs he …
has done in
other places
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coworkers
16
Equity theory
• Choices if inequity
– Change their inputs
– Change their outcomes (more Quantity les
Quality)
– Distort perception of self (I work a lot..)
– Distort perception of others (he isn’t as
good…)
– Choice a different referent
– Leave the field.
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Expectancy theory
• The strength of a tendency to act in a
certain way depends on the strength or
an expectation that the act will be
followed by a given outcome and on the
attractiveness of that outcome to he
individual.
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Expectancy theory
• We focus on three relationships:
– Effort-performance relationship. The
probability perceived by the individual that
effort lead to the performance.
– Performance-reward relationship. Degree to
attainment of a desired outcome.
– Rewards-Personal goal relationship. …
satisfy individual goal?
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Ability and opportunity
Ability
Performance
Motivation
Opportunity
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