Work MotivationSlide 2Slide 3MASLOW’S HIERARCHY OF NEEDSMcClelland’s Learned NeedsEquity TheoryReducing InequityExpectancy TheoryExpectancy Theory (Vroom, 1964)Slide 10Goal Setting TheoryHerzberg’s Two Factor TheoryWork MotivationWork MotivationDefinitionInternal State that directs individuals to certain goals and objectivesNot directly observableInferred from behaviorvariability in behavior is not result ofdifferences in abilitysituational (environmental) factorsWork MotivationTheories of Work MotivationInternal (Content) TheoriesIdentify factors within an individual that energize, direct, sustain, and stop behavior.External (Process) TheoriesDescribe how personal and situational (environmental) factors interact and influence each other to produce certain kinds of behaviorMASLOW’S HIERARCHY OF NEEDS MASLOW’S HIERARCHY OF NEEDS ACTUALIZATIONPHYSIC ALSAFETYSOCIALESTEEMMcClelland’s Learned NeedsNeed for Achievementa need to accomplish goals, excel, and strive continually to do things better.Need for Affiliationdesire for friendly and close interpersonal relationshipsaffiliative interestaffiliative assuranceNeed for Powerthe need to influence and lead others and be in control of one’s environmentsocialized powerpersonalized powerEquity TheoryzzzInputs – amount of work, KSAs, experienceOutputs – pay, promotions, perqs We are motivated by perceived inequity (unfairness)Perceived inequity creates a state of “unpleasant” tension that we are motivated to reduceHow do we perceive inequity (unfairness)?According to Adams, inequity is perceived when our perception of the ratio of our Inputs to Outputs is different from that of a comparison other .An example:our perceptionLarry Moe CurlyReducing InequityChange your inputsChange your outputsChange your comparison otherAlter your perceptionsValence - attractiveness of the outcomes to employeesJob outcomes (e.g., pay, promotions)Expectancy - strength of belief that effort will result in successful performanceInstrumentality - strength of belief that performance results in outcome attainmentExpectancy TheoryExpectancy Theory (Vroom, 1964)Five ComponentsJob outcomes (e.g., pay, promotions)Valence - attractiveness of the outcomes to employeesInstrumentality - strength of belief that performance results in outcome attainmentExpectancy - strength of belief that effort will result in successful performanceForce - amount of pressure within the person to be motivatedGoal Setting Theory Function of Goalsbasis of motivationdirect behaviorFor goals to be effectiveindividuals must be aware of goalsmust accept the goalsFactors that influence effectiveness of goal settinggoals must be specificgoals should be difficult but attainableHerzberg’s Two Factor TheoryHygiene Factorssalary company policy physical facilitiesadministrationworking conditionsco-worker
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