OB Week 5 - Motivation

Content Theories

built-in needs or motivators

Maslow’s hierarchy of needs

Process Theory

process and conscious choice that need to work behavior

equity theory

expectancy theory

cognitive evaluation

Herzberg Two Factor Theory

Hygiene - avoid pain, dissatisfaction, extrinsic

working conditions, supervision, security, salary, policy, status

Motivators - psychological growth satisfaction, intrinsic

achievement, responsibility, work itself, recognition, advancement, growth

separate, not opposites

Maslow’s Hierarchy of Needs

psychological - safety - social - self-esteem - self-actualization

in order, need to do one at a time

Alderfer ERG

Existence - safety, phisology

Relatedness - social

Growth - self esteem and actualization

all levels important at same time

McClelland 3 Needs Theory

Need for

Achievement - nAch excel and strive to succeed

Power - nPow need to make others behave in a dif what then they normally would

Affiliation - nAff interpersonal relationships

varying level of 3 needs - entrepreneur = nAch, manager = nPow

Cognitive Evaluation Theory

Providing an extrinsic reward for behavior that had been previously only intrinsically rewarding tends to decrease the overall level of motivation

intrinsic vs extrinisc reward not independent

extrinsic rewards decrease intrinsic

Self-Determination Theory

People prefer to feel control over actions

if some one makes me i don’t want to

Locke Goal Setting Theory

specific and difficult w/ self-generated feedback lead to higher performance

difficult - focus and direct attention, energize, increase persistence, more effective and efficient

SMART - specific, measurable, attainable, related, time bound

IKEA and cake

Equity Theory

compare their ratio of outcomes to the inputs of relevant others

when ration unequal = tension → change behavior

do less work or ask for more money

Justice Theory

Distributive Justice - fairness outcomes

Procedural - outcome process

Interactional - treated with dignity and respect

= Overall perception of what is fair - Organizational Justice

Vroom’s Expectancy Theory

tendency to act depends on expectations the act will be followed by the outcome and its attractiveness

Expectancy of Performance Success (E → P)

Instrumentality of act followed by outcome (P → O)

Valence - reward’s attractiveness (I)

Job Characteristics Model

Core Dimensions (skill variety, task identity, task significance, autonomy, feedback)

→ Critical Psychological States (experienced meaningfulness of work, responsibility, knowledge of actual results)

→ Personal and Work Outcomes (inter motivation, performance, satisfaction, low absent and turnover

Employees’ growth need strength moderates the relationships

Implications of Motivation

Align rewards and expectation - expectancy and quity theories

Consider elements of job and individual aspirations - variety, autonomy, meaning, identity, challenge, creativity

Leadership’s role - right jobs w/autonomy and responsibility, equity, needs, sense of purpose, meaning and relevance