A. 1.3 Motivational Theories pt. 1

Motivation Theory

This theory seeks to explain why individuals behave the way they do and what drives, directs, and sustains their actions

Motivation

A force that serves three functions: it energizes, or causes people to act; it directs behavior toward attainment of specific goals; and it sustains the effort expended in reaching those goals

Three Individual Differences Traits that are Related to Work Motivation

Self Esteem, Intrinsic Motivation, & Needs for Achievement

Self-Esteem

Extent to which a person views themselves as valuable and worthy

3 Types of Self-Esteem

Chronic, Situational, & Social Influenced

Chronic Self-Esteem

A person’s overall feeling about him/herself

Situational Self-Esteem

Person’s =feeling about him/herself in a particular situation

Social Influenced Self-Esteem

How a person feels about themselves based on the expectations of others

Experience with Success

Scenario wherein the employee is given a task so easy that he will almost certainly succeed

Galatea Effect

The power of self-expectations wherein an individual’s belief in their own abilities directly impacts their performance

Pygmalion/Rosenthal Effect

Describes how high expectations from a superior or authority figure can lead to improved performance in a subordinate

Golem Effect

The opposite of the Pygmalion effect, where negative or low expectations from others can lead to a decrease in performance

Intrinsic Motivation

Employees will seek to perform well because they either enjoy performing the actual tasks or enjoy the challenge of completing the task

Needs for Achievement and Power

Drive to excel or exert control over people

Motivation Theories

Maslow's Hierarchy of Needs

Herzberg's Two-Factor Theory

McClelland’s Theory of Needs

Alderfer’s ERG Theory

Skinner’s Reinforcement Theory

Extrinsic vs. Intrinsic Motivation

Edwin Locke’s Goal-setting Theory

Equity Theory (J. Stacey Adams)

Expectancy (VIE) Theory

Bandura’s Self-Efficacy Theory

Consistency Theory

Attribution Theory

Four-Drive Theory

Self-Regulation Theory

Job Expectations Theory

Organizational Justice Theory

MARS Model of Individual Behavior and Performance

Self-Determination Theory

Maslow’s Hierarchy of Needs

Theory that proposes a five-tiered hierarchy of needs (physiological, safety, social, esteem, and self actualization) that individuals seek to satisfy sequentially. Lower-level needs must be met before higher-level needs become motivators

Deficiency Needs (D-Needs)

The first four levels (physiological, safety, love/belonging, and esteem) are often referred to as...

Growth Need (B-Needs)

Self-Actualization in Maslow's Hierarchy of Needs is referred to as...

Herzberg's Two-Factor Theory

Theory that states that job satisfaction and dissatisfaction arise from different sets of factors

Hygiene Factors

In Herzberg's theory, these factors (e.g., salary, working conditions) can prevent dissatisfaction, but don't necessarily motivate

Motivators

In Herzberg's Theory, these factors (e.g., achievement, recognition) can lead satisfaction and motivation

McClelland’s Theory of Needs (Acquired Needs Theory)

This theory states that individuals have three main needs that are learned over time

Need for Achievement, Need for Affiliation, & Need for Power

What are the three main needs of McClelland's Theory of Needs?

Need for Achievement

The drive to excel and succeed

Need for Affiliation

The desire for close interpersonal relationships and belonging

Need for Power

The need to influence and control others

Alderfer's ERG Theory

A simplified version of Maslow’s hierarchy, in which any step can be skipped in order to move into another, proposing three core needs (“succession-progression, frustration-regression theory”)

Succession Progression

Principle in Alderfer's Theory stating that individuals are motivated to move up a hierarchy to fulfill higher-order needs once their lower-order needs are satisfied

Frustration-Regression

Principle in Alderfer's Theory stating that when an individual is unable to fulfill a higher-level need, they become frustrated and redirect their energy toward satisfying a lower, more easily attainable need

Existence, Relatedness, & Growth

What does ERG stand for in Alderfer's ERG Theory?

Reinforcement Theory

Draws on principles of operant conditioning and states simply that behavior is motivated by its consequences

Extinction

The gradual disappearance of a learned behavior when its reinforcement is removed, usually done by ignoring the undesirable behavior

Timing of Incentive

Reinforcer or punisher is most effective if it occurs soon after the performance of the behavior

Contingency of the Consequences

If it is not possible to immediately reward or punish a behavior, it should be at least clear that the employee understands the behaviors that brought reward or punishment

Types of Incentives Used

Premack Principle, Financial Rewards, Recognition, Social Recognition

Premack Principle

Principle that states that reinforcement is relative, and a supervisor can reinforce an employee with something that, on the surface, does not appear to be reinforcer

Pay for Performance

Also called earnings-at-risk plans— pays employees according to how much they individually produce

Merit Pay

Base incentives on performance appraisal scores rather than on such objective performance measures as sales and productivity

Profit Sharing

Provide employees with a percentage of profits above a certain amount

Gain Sharing

Ties group-wide financial incentives to improvements in organizational performance

Stock Options

Employees are allowed to purchase stock in the future

Types of Reinforcement Schedules

Fixed Interval, Variable Interval, Fixed Ration, & Variable Ratio

Jobs need to be set up so that they are interesting and challenging, and so that they call forth workers’ creativity and resourcefulness

How to motivate workers intrinsically?

Extrinsic rewards

Relying too heavily on what kind of rewards usually lower intrinsic motivation?

Locke's Goal-setting Theory

This theory emphasizes the role of specific, challenging performance goals and workers’ commitment to those goals as key determinants of motivation. SMART Goals

Specific, Measurable, Attainable, Relevant, Time-bound

What does SMART stand for?

Equity Theory

Theory in which workers are motivated by a desire to be treated equitably or fairly

Underpayment Inequity

In Equity Theory, this inequity results when workers feel they are receiving fewer outcomes from the job in ratio to inputs

Overpayment Inequity

In Equity Theory, this inequity results when workers receive greater outcomes from average-level inputs