chapter 5 motivation

Motivation

The psychological processes that drive goal-directed behavior.

Intrinsic vs. Extrinsic Motivation

• Intrinsic Motivation: Driven by internal rewards like passion, enjoyment, and personal fulfillment.

• Extrinsic Motivation: Driven by external rewards like money, promotions, and recognition.

Content vs. Process Theories

• Content Theories: Focus on what motivates people (e.g., Maslow, Herzberg, McClelland).

• Process Theories: Focus on how motivation occurs (e.g., Self-Determination Theory, Expectancy Theory, Equity Theory).

Theory X and Theory Y (Douglas McGregor)

• Theory X: Assumes people are lazy and need strict supervision.

• Theory Y: Assumes people are self-motivated and capable of self-direction.

Maslow’s Hierarchy of Needs

(Not fully supported, so just recognize it exists.)

• People are motivated by a progression of needs (physiological → safety → love/belonging → esteem → self-actualization).

Herzberg’s Two-Factor Theory

(Also not fully supported, just recognize it exists.)

• Hygiene factors (salary, job security) prevent dissatisfaction, while motivators (achievement, growth) drive satisfaction.

McClelland’s Needs Theory

Three main needs drive motivation:

• Need for Achievement: Desire to excel and accomplish goals.

• Need for Affiliation: Desire to maintain social relationships.

• Need for Power:

  • Personal Power: Desire to control others (negative).

  • Institutional Power: Desire to influence others for the organization's benefit (positive).

Self-Determination Theory

People are motivated when they feel:

1. Autonomy – They have control over their actions.

2. Competence – They feel capable.

3. Relatedness – They feel connected to others.

Equity Theory

People compare their input/output ratios to others. If they perceive inequity, they feel motivated to restore balance.

Types of Justice in the Workplace

• Distributive Justice (DJ): Fairness of outcomes (e.g., pay, rewards).

• Procedural Justice (PJ): Fairness of the process used to make decisions.

• Interactional Justice: Fairness in how people are treated (respect, dignity).

How DJ & PJ Interact

If procedural justice is high, people may accept an unfair outcome (distributive justice) more easily. If both are low, motivation and trust suffer.

Expectancy Theory

Motivation depends on three elements:

1. Expectancy: Belief that effort leads to performance.

2. Instrumentality: Belief that performance leads to rewards.

3. Valence: Value placed on the reward.

If any of these is missing, motivation = 0.

Goal-Setting Theory

Clear, challenging goals increase motivation and performance.

Goal Commitment

People are more likely to commit to goals if they believe in them and see them as achievable.

SMART Goals

• Specific

• Measurable

• Achievable

• Relevant

• Time-bound

Job Design Theories

How work is structured impacts motivation.

• Scientific Management: Jobs should be simple, efficient, and standardized (can lead to boredom).

• Job Enlargement: Expanding the number of tasks to reduce monotony.

• Job Rotation: Shifting employees between tasks for variety.

• Job Enrichment: Adding more responsibility and autonomy to increase motivation.