MOTIVATION
MOTIVATION DEFINED
 Willingness to exert high levels of effort to
reach organizational goals.
BASIC ASSUMPTIONS
 Everyone is motivated
– Key?
 Two types of motivation
– Intrinsic
– Extrinsic
TYPES OF MOTIVATION
 Extrinsic Motivation:
– "What gets rewarded gets done"
– Based on extrinsic/tangible rewards and/or
punishment
 Intrinsic Motivation:
– "What is rewarding gets done"
– Based on intrinsic/intangible rewards
Motivation Theories
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Need (Maslow & ERG)
Equity
Reinforcement
Expectancy Theory
Goal-Setting Theory
Needs (stage of development)
 Maslow
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Self actualization
Self esteem
Social (love)
Safety
Physiological
 Alderfer (ERG)
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Growth
Relatedness
Existence
Need Theories of Motivation
What are the implications of need-based
theories for managers?
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TODAY’S TOPIC
 Motivation
EQUITY THEORY
 People compare their
outcome/input ratio to
that of others
 Conclusions
– Ratios are equal (equity
exists)
– Ratios are unequal
(inequity exists)
RESPONSES TO EQUITY/INEQUITY
 Equity: Maintenance
 Inequity:
– Change Inputs
– Change Outcomes
– Quit
Forms of Justice
REINFORCEMENT THEORY
 Behavior is a function
of consequences
 Behavior that is
rewarded persists
 To increase behavior
– Positive reinforcement
– negative reinforcement
REINFORCEMENT THEORY
 To reduce behavior
– Extinction
– Punishment
 Immediacy is crucial
 Implications?
EXPECTANCY THEORY
People are motivated to do that which they
believe is possible and valuable
 Expectancy: Belief that you can perform
 Instrumentality: Belief that performance will
lead to an outcome
 Valence: Value of the outcome
EXPECTANCY THEORY
 According to expectancy theory, what must
managers do to motivate their employees?
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GOAL SETTING THEORY
 People naturally set goals
 Benefits of Goals:
– Increase effort
– Direct effort
– Increase persistence
 Most effective goals are:
Making MBO Work:
SMARTER Goals
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Specific
Measurable
Achievable
Reach/stretch (challenging)
Target dates
Engaging
Rewarded
Motivation Theories
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Need (Maslow & ERG)
Equity
Reinforcement
Expectancy Theory
Goal-Setting Theory
Effective Rewards &
Incentive Systems:
 Recognize Individual Differences
 Effective Goal Setting
– Clearly defined measurable targets and expectations
– Realistic stretch (under employees’ control)
– Collaboratively set
 Remove obstacles/barriers
 Link meaningful/valued rewards to desired behavior
– Those that fulfill strategic objectives; avoid undesirables
 Reward ASAP after behavior
 Check the system for equity, fairness, consistency
 Remember money is only the beginning
HERZBERG
 Movement vs. Motivation
 KITA
 What’s wrong with KITA? With movement?
TYPES OF MOTIVATION
 Extrinsic Motivation:
– "What gets rewarded gets done"
– Based on extrinsic/tangible rewards
 Intrinsic Motivation:
– "What is rewarding gets done"
– Based on intrinsic/intangible rewards
Job design
 Job Specialization: Scientific management
– Jobs are simple, easy to learn, economical
– Drawbacks?
Job design
 Job Specialization: Scientific management
– Jobs are simple, easy to learn, economical
– Drawbacks?
 Job enlargement
 Job rotation
 Job enrichment (Herzberg)
– Hygienes (salary, relationships, setting...)
– Motivators (responsibility, achievement,
recognition…)
Dissatisfied
Neutral
Motivated
Job design
 Job enrichment (Herzberg)
– Hygienes (salary, relationships, setting...)
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Motivators (responsibility,
achievement, recognition…)
Dissatisfied
Neutral
Motivated
Job design
 Job enrichment (Herzberg)
– Hygienes (salary, relationships, setting...)
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Motivators (responsibility,
achievement, recognition…)
Dissatisfied
Neutral
Motivated
Job Characteristics Model
Core Job
Dimensions
Skill Variety
Task Identity
Task Significance
Critical Psychological States
Experienced
Meaningfulness
of Work
Autonomy
Experienced
Responsibility for
Outcomes of Work
Feedback
Knowledge of
Actual Results of
Work Activities
Personal &
Work
Outcomes
High Internal
Work Motivation
High-quality
Work Performance
High Satisfaction
with Work
Low Absenteeism
& Turnover
IMPLEMENTING
CONCEPTS
CORE JOB
DIMENSIONS
Combining Tasks
Skill Variety
Forming Natural
Work Units
Task Identity
CRITICAL
PSYCHOLOGICAL
STATES
Experienced
Meaningfulness
PERSONAL
WORK
OUTCOMES
High Internal
Work Motivation
Task Significance
Establishing
Client
Relationships
Autonomy
Experienced
Responsibility
for Outcomes
of Work
High Satisfaction
with the Work
Vertical Loading
Opening Feedback
Channels
High Quality
Work Performance
Feedback
Knowledge of the
Actual Results of
Work activities
- STRENGTH OF EMPLOYEE’S
GROWTH NEEDS
- KNOWLEDGE & SKILLS
- CONTEXT SATISFACTION
Low Absenteeism
and turnover
Intrinsic Motivation:
From Theory to Application
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