Motivation Class 24 11 12 Sang Hoon Han PhD Candidate CPA Department of Management and Human Resources Fisher College of Business The Ohio State University Types of Motivation Extrinsic motivation Motivated because of potential or actual receipt of external rewards Financial rewards recognition promotion etc Intrinsic motivation Motivated because of the positive internal feelings that are generated by doing something itself Positive emotions satisfaction etc 2 Extrinsic vs Intrinsic Rewards Extrinsic Rewards Financial material or social rewards externally given by others e g superior or organization Intrinsic Rewards Self granted psychic rewards internally given by oneself salary cash bonus stock option nice office promotion praise recognition compliments etc e g I am motivated to sing because I can make money by singing Feelings of competence accomplishment autonomy responsibility goal commitment etc e g To me singing itself is fun Why Motivation Matters Fundamental equation regarding performance P A x M x O P Performance A Ability Are you able to M Motivation Do you want to O Opportunity Do conditions allow you to Performance model is multiplicative need all three elements 4 Theories of Motivation Content theories focus on identifying factors such as needs and satisfaction that motivate employees Process theories focus on explaining the process by which internal factors and situational factors influence employee motivation 5 Why So Many Theories of Motivation Different people are motivated in different ways The same person is motivated in different ways Motivation is a multi faceted construct it s complex Organizations are not sure how to motivate employees o Methods that work for some employees may not work for o Methods that worked last time may not work this time others 6 Content Theories 7 Content Theories Need Based Theories of Motivation Needs Physiological or psychological deficiencies that arouse and drive behavior Maslow s Need Hierarchy Theory McClelland s Acquired Needs Theory Self Determination Theory Herzberg s Two factor Motivator Hygiene Theory 8 Maslow s Need Hierarchy Theory 9 Maslow s Need Hierarchy Theory Maslow argued that the five needs are activated and met sequentially Once a need has been satisfied it activates the next higher need in the hierarchy One step at a time not simultaneously activated Self Actualization Needs Esteem Needs Love Needs Safety Needs Physiological Needs Growth Needs Higher Order Needs Satisfied internally Deficiency Needs Lower Order Needs Satisfied externally 10 Maslow s Need Hierarchy Theory Once a lower level need is satisfied meeting the next higher need is an effective way of motivating the employees rather than keep meeting the already met need Self Actualization Needs Esteem Needs Love Needs Safety Needs Physiological Needs Growth Needs Higher Order Needs Satisfied internally Deficiency Needs Lower Order Needs Satisfied externally 11 Test your Knowledge In Maslow s need hierarchy theory the need for prestige and reputation is part of the need for A Love B Esteem C Self actualization D Safety E Physiological Test your Knowledge True or false According to Maslow s theory Five needs are activated and met sequentially that is one step at a time O Once physiological needs are satisfied organizations can better motivate employees by investing their resources in meeting love needs X Why Organizations need to focus on safety needs after meeting physiological needs After safety needs are satisfied organizations need to focus on love needs sequentially McClelland s Acquired Needs Theory Motivation is a function of three different needs that vary from individual to individual Need for Achievement The desire to achieve excel overcome obstacles and solve problems Need for Affiliation The desire to maintain social relationships be liked and join groups Need for Power The desire to influence coach teach or encourage others to achieve Success in a role is often a function of fit between the job and person s needs 14 Self Determination Theory Three innate inborn needs that drive intrinsic motivation o Note that this theory argued that these needs are innate inborn vs learned needs Need for Competence o The desire to feel qualified knowledgeable and capable to complete a task or goal Need for Autonomy o The desire to have freedom and discretion in determining what you want to do and how you want to do it Need for Relatedness o The desire to feel part of a group to belong and to be 15 connected to others Herzberg s Two Factor Motivator Hygiene Theory No Satisfaction Satisfaction Motivating Factors Achievement Recognition The work itself Responsibility Advancement Growth Hygiene Factors Supervision Working Conditions Interpersonal Relationships Pay Security Company policies Administration Dissatisfaction No Dissatisfaction Herzberg s Two Factor Motivator Hygiene Theory Motivating factors and hygiene factors are distinct o Hence meeting hygiene factors e g ensuring job security does not motivate employees it merely removes dissatisfaction Ex Safe working condition No dissatisfaction rather than satisfaction o To motivate employees organizations need to strengthen motivating factors e g recognition 17 Herzberg s Motivator Hygiene Theory Proposes that job satisfaction and dissatisfaction arise from two different sets of factors satisfaction comes from motivating factors and dissatisfaction from hygiene factors Hygiene factors What makes employees dissatisfied Dissatisfaction primarily comes from factors in the work context company policy salary working conditions etc Cause a person to move from no dissatisfaction to dissatisfaction Removal of hygiene factors does not mean satisfaction just no dissatisfaction Motivating factors What makes employees satisfied Satisfaction primarily comes from factors associated with work content of the tasks being performed achievement recognition characteristics of the work tasks etc Cause a person to move from no satisfaction to satisfaction Removal of motivating factors does not mean dissatisfaction just 18 no satisfaction Herzberg s Motivator Hygiene Theory Some additional key points Opposite of satisfaction is not dissatisfaction and vice versa Starting points represents a null state where both dissatisfaction and satisfaction are absent Ex An employee could have good supervision good pay and good working conditions no problem with hygiene but a tedious and unchallenging task no motivators no dissatisfaction
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