Motivation
28/02/2013
Sub-topics
1.
2.
3.
4.
5.
6.
What is motivation
The process of motivation
Four classical theories of motivation
Maslow’s Hierarchy of Needs theory
Hertzberg’s 2-factor theory
Alderfer’s ERG theory
Sub-topics
7. Mclelland’s Needs theory
8. Two modern theories of motivation
9. Adam’s Equity theory
10.Vroom’s Expectancy theory
11. Practical application of theories
1. What is motivation
• An internal process through which a person’s
behaviour is adjusted towards the
achievement of his goals, the accomplishment
of which results in his motivation
• There are 3 major elements:
- Direction (which is the goal / target)
- Depth (how hard the person is trying)
- Duration (for how long the person is trying)
2. The process of motivation
• Needs
→ Depth
→ Motive
→ Action / behaviour
→ Successful effort
→ Satisfaction of need
→ Reduction / elimination of need
→ Change in the environment
→ (new) Needs
3. Four classical theories of motivation
Maslow
Self-Actualization
Higher
level
needs
Hertzberg
Alderfer
McClelland
Responsibility,
Advancement, Growth
Growth
Need for
Achievement
Motivation
Esteem
factors
Belongingness
Safety and
security
Achievement
Recognition
Quality of Interpersonal
Relations
Existence
Working Conditions
Relatedness
Hygiene
Lower
level
needs
factors
Physiological
Need for
Power
Salary/Security
Need for
Affiliation
4. Maslow’s Hierarchy of Needs theory
5. Hertzberg’s 2-factor theory
HYGIENE FACTORS
(JOB ENVIRONMENT)
MOTIVATION FACTORS
(JOB CONTENT)
•Policies
•Supervision
•Relationships (with all levels of the
hierarchy)
•Security
•Conditions
•Salary
•Position
•Achievement
•Recognition
•Possibility for growth
•Possibility for promotion
•Interesting job
•Responsibilities
DISATISFACTION – NO
DISATISFACTION
NO MOTIVATION - MOTIVATION
5. Hertzberg’s 2-factor theory
TRADITIONAL APPROACH
MOTIVATION << -------------- >> DISATISFACTION
HERTZBERG’S APPROACH
MOTIVATION << ----------------- >> NO MOTIVATION
DISATISFACTION << ----------- >> NO DISATISFACTION
6. Alderfer’s ERG theory
• Three types of needs
- Existence
- Relatedness
- Growth
• Motivation is possible by satisfying 2+ needs
• Not satisfying lower-level needs means more
attention is drawn on satisfying higher-level
needs
7. Mclelland’s Needs theory
• Three types of needs
- Achievement: people achieve the most when
the prospect of success is around 50%; goals that
necessitate a reasonable amount of effort and
which contain a reasonable amount of challenge
- Power: the way we would like other people
(especially in positions of power) to behave
towards us
- Affiliation: the social, informal aspect of
organisations
8. Two modern theories of motivation
• Adam’s Equity theory
- Our own perception of justice / injustice,
considering the situation of people on the
same job / hierarchical level
• Vroom’s Expectancy theory
- What we expect to get based on our
perception of our effort / performance
9. Adam’s Equity theory
• Four possible ways of dealing with (perceived)
injustice
- When a person, based on a per hour system of
pay, realises that he is paid more money than
other people in the same position, then he tries
to increase his effort / productivity
- Based on a similar line of thinking, if
productivity is based on actual number of
products, then this person tries to increase the
quality of the products
9. Adam’s Equity theory
- When a person believes that he is paid less than
other people in the same position, then he
decreases his effort / productivity or the quality
of the products
- When the feeling of injustice is too intense, then
a person might increase his absences or even quit
→ Motivation is affected by the person’s (correct /
wrong, objective / subjective) perception about
his own effort / pay in relation to those of other
people
9. Adam’s Equity theory
• Experiences of an employee
- Within the organisation
- Outside the organisation
- With other employees within the
organisation
- With other employees outside the
organisation
10. Vroom’s Expectancy theory
• Vroom argues that an employee is motivated
when he believes that
- The increase of his effort will lead to
- An increase in his performance, which in
turn will lead to
- An increase in rewards that matter for him
• Motivation is therefore the expectation that
an increase in performance will lead to an
increase in rewards
10. Vroom’s Expectancy theory
• Four stages, 3 relationships
11. Practical application of theories
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Participatory management
Payment based on performance
Flexible rewards
Alternative schedules of work
(re) Planning of work