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Motivation
A set of energetic forces that originate within and outside an employee that initiates work-related effort and determines its direction, intensity, and persistence
Content (Classic) Theories - Knowing WHY
Maslow’s Hierarchy of Needs
Alderfer’s ERG Theory
McClelland’s Need Theory
Herzberg’s Two-Factor Theory
Process (Contemporary) Theories - Knowing HOW
Equity Theory
Expectancy Theory
Goal-Setting Theory
Maslow’s Hierarchy of Needs
Argues that people are motivated by a universal hierarchy of needs that they need to satisfy in a specific order.
Fault: People tend to satisfy these needs in different orders
Herzberg’s Two Factor Theory
Argues that people are motivated by satisfiers and dissatisfiers
Fault: We can motivate them to put in effort, not necessarily motivate them to perform well.
McClelland’s Acquired Needs Theory
Argues that people are motivated by three nonhierarchical needs (Affiliation, Power, and Achievement)
Fault: Scholars concluded it was too broad
Alderfer’s ERG Theory
Argues that people are motivated when they satisfy three main needs—existence, relatedness, and growth
Fault: Scholars realized that multiple needs can be satisfied simultaneously
Expectancy Theory
This theory describes the cognitive process that employees go through to make choices among different voluntary responses
Expectancy
Represents the belief that exerting a high level of effort will result in the successful performance of some task.
Self Efficacy
The belief that a person has the capabilities needed to execute the behaviors required for task success.
Instrumentality
The belief that successful performance will result in some outcome(s)
Valence
Reflects the anticipated value of the outcomes associated with performance
Does Money Affect Motivation?
The relationship between salary and job satisfaction is weak.
There is no significant difference in employee engagement by pay level.
For every standard deviation increase in reward, intrinsic motivation for interesting tasks decreases by about 25%.
Employees who are intrinsically motivated are 3x more engaged than those who are extrinsically motivated.
Equity Theory
Views motivation as being based on a judgment of how fair the work situation is by comparing inputs to outputs
Goal Setting Theory
Views goals as the primary drivers of the intensity and persistence of effort. 2 Key Findings: There is a positive correlation between specific/difficult goals and performance. The more difficult the goal is, the more effort the individual will put in and thus more likely they will perform
Goal Setting Theory Requires
Goal commitment
Feedback
Task Complexity
Keep it simple but SMART
SMART stands for
Specific, Measurable, Attainable, Relevant, and Time Based
Intrinsic Motivation
Motivation that is felt when task performance serves as its own reward (enjoyment, accomplishment, interestingness)
Extrinsic Motivation
Motivation that is controlled by some contingency that depends on task performance (money, status, promotions)
Psychological Empowerment
Reflects an energy rooted in the belief that work tasks contribute to some larger purpose. Represents a form of intrinsic motivation
Meaningfulness
Captures the value of a work goal or purpose, relative to a person’s own ideals and passions.
Self Determination
Reflects a sense of choice in the initiation and continuation of work tasks.
Competence
Captures a person’s belief in his or her capability to perform work tasks successfully.
Impact
Reflects the sense that a person’s actions “make a difference”—that progress is being made toward fulfilling some important purpose.
