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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 MotivationDefinitionInternal State that directs individuals to certain goals and objectivesNot directly observableInferred from behaviorvariability in behavior is not result ofdifferences in abilitysituational (environmental) factorsWork MotivationTheories of Work MotivationInternal (Content) TheoriesIdentify factors within an individual that energize, direct, sustain, and stop behavior.External (Process) TheoriesDescribe 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 NeedsNeed for Achievementa need to accomplish goals, excel, and strive continually to do things better.Need for Affiliationdesire for friendly and close interpersonal relationshipsaffiliative interestaffiliative assuranceNeed for Powerthe need to influence and lead others and be in control of one’s environmentsocialized powerpersonalized 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 InequityChange your inputsChange your outputsChange your comparison otherAlter 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 ComponentsJob outcomes (e.g., pay, promotions)Valence - attractiveness of the outcomes to employeesInstrumentality - strength of belief that performance results in outcome attainmentExpectancy - strength of belief that effort will result in successful performanceForce - amount of pressure within the person to be motivatedGoal Setting Theory Function of Goalsbasis of motivationdirect behaviorFor goals to be effectiveindividuals must be aware of goalsmust accept the goalsFactors that influence effectiveness of goal settinggoals must be specificgoals should be difficult but attainableHerzberg’s Two Factor TheoryHygiene Factorssalary company policy physical facilitiesadministrationworking conditionsco-worker


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WOU PSY 445 - Work Motivation

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