Chapter 7 Motivation Concepts Defining Motivation Motivation the processes that account for an individual s intensity direction and persistence of effort toward attaining a goal o Intensity describes how hard a person tries o Intensity needs to be directed in the correct direction o Persistence how long a person can maintain effort Early Theories of Motivation Hierarchy of needs theory Abraham Maslow s hierarchy of 5 needs physiological safety social esteem self actualization in which as each need is substantially satisfied the next need becomes dominant o Lower order needs needs that are satisfied externally such as o Higher order needs needs that are satisfied internally such as social o Self actualization the drive to become what a person is capable of physiological and safety needs esteem and self actualization becoming Theory X the assumption that employees dislike work are lazy dislike responsibility and must be coerced to perform Theory Y the assumption that employees like work are creative seek responsibility and can exercise self direction Two factor theory a theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction motivation hygiene theory o The factors that lead to job satisfaction are separate and distinct from those that lead to job dissatisfaction o Hygiene factors factors company policy administration supervision salary that when adequate in a job placate worker when these factors are adequate people will not be dissatisfied o If we want to motivate people we need to emphasize factors associated with the work itself or with outcomes directly derived from it promotional opportunities personal growth recognition achievement o Criticisms limited bc it relies on self reports reliability is questionable no overall measure of satisfaction was utilized assumed a relationship between satisfaction and productivity but looked only at satisfaction McClelland s theory of needs a theory that states achievement power and affiliation are 3 important needs that help explain motivation o Need for achievement nAch the drive to excel to achieve in relationship to a set of standards and to strive to succeed o Need for power nPow the need to make others behave in a way in which they would not have behaved otherwise o Need for affiliation nAff the desire for friendly and close interpersonal relationships o High achievers are strongly motivated when jobs have a high degree of personal responsibility and feedback and an intermediate degree of risk o Needs for affiliation and power tend to be closely related to managerial success Contemporary Theories of Motivation Self determination theory a theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation people prefer to feel they have control over their actions so anything that make a previously enjoyed task feel more like a obligation than a freely chosen activity will undermine motivation Cognitive evaluation theory a version of self determination theory which holds that allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the rewards are seen as controlling Rewards and deadlines diminish motivation if people see them as coercive Self concordance the degree to which people s reasons for pursuing goals are consistent with their interests and core values Job engagement the investment of an employee s physical cognitive and emotional energies into job performance o What makes people more likely to be engaged the degree to which an employee believes it is meaningful match between individual and organizational values Goal setting theory a theory that says that specific and difficult goals with feedback lead to higher performance o If employees participate in the setting of their own goals will they try harder mixed responses o Feedback goal commitment task characteristics and national culture influence the goals performance relationship Goal commitment is most common when the goal is made public the individual has an internal locus of control goals are self set o Management by objectives MBO a program that encompasses specific goals participatively set for an explicit time period with feedback on goal progress Goal specificity Participation in decision making Explicit time period Performance feedback Self efficacy an individual s belief that he she is capable of performing a task aka social cognitive theory social learning theory o Goal setting theory self efficacy employees achieve high levels of self efficacy o Self efficacy can be increased by enactive mastery gaining relevant experience with the task job vicarious modeling become more confident bc you see someone else doing the task verbal persuasion becoming more confident bc someone convinces you that you have the necessary skills arousal person gets psyched up and performs better o Training programs enactive mastery o Verbal persuasion Pygmalion effect believing something can make it true Reinforcement theory a theory that says that behavior is a function of its consequences ignores the inner state of the individual and concentrates on what happens when he takes some action o Operant conditioning theory people learn to behave to get something they want or to avoid something they don t want o Behaviorism a theory that argues that behavior follows stimuli in a relatively unthinking manner Social learning theory the view that we can learn through both observation and direct experiences o Attentional processes recognize and pat attention to a model rententional processes motor reproduction processes reinforcement processes Equity theory a theory that says that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities o Self inside an employee s experiences in a different position inside o Self outside an employee s experiences in a situation outside the the current organization current organization o Other inside another individual inside the organization o Other outside another individual outside the organization o Distributive justice perceived fairness of the amount and allocation of rewards among individuals most strongly related to organizational commitment and satisfaction with outcomes o Organizational justice an overall perception of what is fair in the workplace composed of distributive procedural and
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