© copyright mcgraw-hill. all rights reserved.12–1 the nature of motivation motivationmotivation ...

© Copyright McGraw-Hill. All rights reserved. 12–1

The Nature of MotivationThe Nature of MotivationThe Nature of MotivationThe Nature of Motivation

• MotivationMotivationThe psychological forces acting on an The psychological forces acting on an

individual that determine:individual that determine:• DirectionDirection——possible behaviors the individual could possible behaviors the individual could

engage inengage in

• EffortEffort——how hard the individual will workhow hard the individual will work

• PersistencePersistence—whether the individual will keep trying —whether the individual will keep trying or give upor give up

This is one of the factors that explains why This is one of the factors that explains why people behave the way they do in people behave the way they do in organizations. organizations.

• What are some other factors?What are some other factors?


The Nature of Motivation (cont’d)The Nature of Motivation (cont’d)The Nature of Motivation (cont’d)The Nature of Motivation (cont’d)

• Extrinsic MotivationExtrinsic MotivationBehavior that is performed to acquire material Behavior that is performed to acquire material

or social rewards or to avoid punishment.or social rewards or to avoid punishment.• Examples?Examples?

– What motivate you?What motivate you?

– What motivates others you know?What motivates others you know?

• Intrinsic MotivationIntrinsic MotivationBehavior that is performed for its own sake.Behavior that is performed for its own sake.

• Examples?Examples?– What motivates you?What motivates you?

– What motivates others you know?What motivates others you know?


Theories in MotivationTheories in Motivation(Expectancy Theory)(Expectancy Theory)

Theories in MotivationTheories in Motivation(Expectancy Theory)(Expectancy Theory)

• Expectancy TheoryExpectancy Theory

Motivation will be highest when: Motivation will be highest when:

Effort Effort Performance Performance Desired Outcomes Desired Outcomes


Expectancy Theory, cont’dExpectancy Theory, cont’dExpectancy Theory, cont’dExpectancy Theory, cont’d

Figure 12.3Source:


Theories in MotivationTheories in Motivation(Needs Theories)(Needs Theories)


• Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of NeedsFive basic needsFive basic needsLowest level of unmet need is the Lowest level of unmet need is the

primary motivatorprimary motivator


Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of NeedsMaslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs

Table 12.1

Self-Self-actualizationactualization

Self-Self-actualizationactualization

Realize one’sRealize one’s full potentialfull potential

Realize one’sRealize one’s full potentialfull potential

Use abilities Use abilities to the fullestto the fullest

Use abilities Use abilities to the fullestto the fullest

EsteemEsteemEsteemEsteem Feel good Feel good about oneselfabout oneself

Feel good Feel good about oneselfabout oneself

PromotionsPromotions and recognitionand recognition

PromotionsPromotions and recognitionand recognition

BelongingnessBelongingnessBelongingnessBelongingness Social Social interaction, loveinteraction, love

Social Social interaction, loveinteraction, love

Interpersonal Interpersonal relations, partiesrelations, parties

Interpersonal Interpersonal relations, partiesrelations, parties

SafetySafetySafetySafety Security, stabilitySecurity, stabilitySecurity, stabilitySecurity, stability Job security, Job security, health insurancehealth insurance

Job security, Job security, health insurancehealth insurance

PhysiologicalPhysiologicalPhysiologicalPhysiological Food, water, Food, water, sheltershelter

Food, water, Food, water, sheltershelter

Basic pay level Basic pay level to buy itemsto buy items

Basic pay level Basic pay level to buy itemsto buy items

NeedsNeeds DescriptionDescription ExamplesExamples

Lower-level needs must be satisfied Lower-level needs must be satisfied before higher-level needs are addressed.before higher-level needs are addressed.

Highest-level Highest-level needsneeds

Lowest-level Lowest-level needsneeds


Theories in MotivationTheories in Motivation(Needs Theories, cont’d)(Needs Theories, cont’d)Theories in MotivationTheories in Motivation

(Needs Theories, cont’d)(Needs Theories, cont’d)

• Alderfer’s ERG TheoryAlderfer’s ERG TheoryThree needs categoriesThree needs categoriesNeeds at more than one level can be Needs at more than one level can be

the motivator at any timethe motivator at any time


Alderfer’s ERG TheoryAlderfer’s ERG TheoryAlderfer’s ERG TheoryAlderfer’s ERG Theory

Table 12.2Source:

After lower level needs satisfied, person seeks higher needs. WhenAfter lower level needs satisfied, person seeks higher needs. Whenunable to satisfy higher needs, lower needs motivation is raised.unable to satisfy higher needs, lower needs motivation is raised.

GrowthGrowthGrowthGrowth Self-development,Self-development,creative workcreative work

Self-development,Self-development,creative workcreative work

ContinuallyContinuallyimprove skillsimprove skills

ContinuallyContinuallyimprove skillsimprove skills

RelatednessRelatednessRelatednessRelatedness Interpersonal Interpersonal relations, feelingsrelations, feelings

Interpersonal Interpersonal relations, feelingsrelations, feelings

Good relations,Good relations,accurate feedbackaccurate feedback

Good relations,Good relations,accurate feedbackaccurate feedback

ExistenceExistenceExistenceExistence Food, water, Food, water, clothing, and shelterclothing, and shelter

Food, water, Food, water, clothing, and shelterclothing, and shelter

Adequate payAdequate payfor necessitiesfor necessities

Adequate payAdequate payfor necessitiesfor necessities

NeedsNeeds DescriptionDescription ExamplesExamples

Highest-level Highest-level needsneeds

Lowest-level Lowest-level needsneeds




Let’s stop for a minute …Let’s stop for a minute …

Why should a manager care aboutWhy should a manager care about

all these “needs theories”?all these “needs theories”?


Theories in MotivationTheories in Motivation(Needs Theories, cont’d) (Needs Theories, cont’d) Theories in MotivationTheories in Motivation

(Needs Theories, cont’d) (Needs Theories, cont’d)

• Herzberg’s Motivation-Hygiene TheoryHerzberg’s Motivation-Hygiene TheoryMotivator needs relate to the nature of the Motivator needs relate to the nature of the

work itselfwork itself—a—autonomy, responsibility, utonomy, responsibility, interesting work.interesting work.

Hygiene needs are related to the physical and Hygiene needs are related to the physical and psychological context of the workpsychological context of the work—comfortable —comfortable work environment, pay, job security.work environment, pay, job security.

• Unsatisfied hygiene needs create dissatisfaction; Unsatisfied hygiene needs create dissatisfaction; satisfaction of hygiene needs does satisfaction of hygiene needs does notnot lead to motivation lead to motivation or job satisfaction.or job satisfaction.


Theories in MotivationTheories in Motivation(Needs Theories, cont’d)(Needs Theories, cont’d)Theories in MotivationTheories in Motivation

(Needs Theories, cont’d)(Needs Theories, cont’d)

McClelland’s Needs for Achievement, Affiliation, McClelland’s Needs for Achievement, Affiliation, and Powerand Power

• Need for AchievementNeed for AchievementA strong need to perform challenging tasks A strong need to perform challenging tasks

well and meet personal standards for well and meet personal standards for excellenceexcellence

• Need for AffiliationNeed for AffiliationA concern for good interpersonal relations, A concern for good interpersonal relations,

being liked, and getting alongbeing liked, and getting along

• Need for PowerNeed for PowerA desire to control or influence othersA desire to control or influence others


Theories in MotivationTheories in Motivation(Adam’s Equity Theory)(Adam’s Equity Theory)Theories in MotivationTheories in Motivation

(Adam’s Equity Theory)(Adam’s Equity Theory)

Focuses on people’s perceptions of the fairness Focuses on people’s perceptions of the fairness (or lack of fairness) of their work (or lack of fairness) of their work outcomesoutcomes in in proportion to their work proportion to their work inputsinputs..

Equity: input/output ratios are equalEquity: input/output ratios are equal

How would you “restore” equity in …How would you “restore” equity in …

… … underpaymentunderpayment

… … overpaymentoverpayment


Theories in MotivationTheories in Motivation(Goal Setting Theory)(Goal Setting Theory)

Theories in MotivationTheories in Motivation(Goal Setting Theory)(Goal Setting Theory)

• Focuses on identifying the types of goals that Focuses on identifying the types of goals that are effective in producing high levels of are effective in producing high levels of motivation and explaining why goals have motivation and explaining why goals have these effects.these effects.

• Goals must be:Goals must be:SpecificSpecificDifficultDifficultInclude feedbackInclude feedback


Theories in MotivationTheories in Motivation(Learning Theories)(Learning Theories)

Theories in MotivationTheories in Motivation(Learning Theories)(Learning Theories)

• Theories that focus on increasing motivation Theories that focus on increasing motivation and performance by linking outcomes to and performance by linking outcomes to performance and the attainment of goals.performance and the attainment of goals.

• LearningLearningA relatively permanent change in person’s A relatively permanent change in person’s

knowledge or behavior that results from knowledge or behavior that results from practice or experience.practice or experience.


Theories in MotivationTheories in Motivation((Learning Theories: Operant Conditioning Theory)Learning Theories: Operant Conditioning Theory)

Theories in MotivationTheories in Motivation((Learning Theories: Operant Conditioning Theory)Learning Theories: Operant Conditioning Theory)

Operant Conditioning TheoryOperant Conditioning TheoryPeople learn to perform behaviors that lead to People learn to perform behaviors that lead to

desired consequences and learn not to perform desired consequences and learn not to perform behaviors that lead to undesired consequences.behaviors that lead to undesired consequences.

• Positive reinforcementPositive reinforcement

• Negative reinforcementNegative reinforcement

• ExtinctionExtinction

• PunishmentPunishment

• OB MODOB MOD


Steps in Steps in OrganizationOrganizational Behavior al Behavior ModificationModification

Steps in Steps in OrganizationOrganizational Behavior al Behavior ModificationModification

Figure 12.4Source: Adapted from Organizational Behavior Modification and Beyond by F. Luthans and R. Kreitner (Scott, Foresman, 1985). With permission of the authors.


Theories in MotivationTheories in Motivation((Learning Theories: Social Learning Theory)Learning Theories: Social Learning Theory)

Theories in MotivationTheories in Motivation((Learning Theories: Social Learning Theory)Learning Theories: Social Learning Theory)

• A theory that takes into account how learning A theory that takes into account how learning and motivation are influenced by people’s and motivation are influenced by people’s thoughts and beliefs and their observations of thoughts and beliefs and their observations of other people’s behavior.other people’s behavior.

• Vicarious Learning (Observational Learning)Vicarious Learning (Observational Learning)Learning that occurs when a learner is Learning that occurs when a learner is

motivated to perform a behavior by watching motivated to perform a behavior by watching another person perform and be rewarded.another person perform and be rewarded.

• People are motivated to imitate models who are People are motivated to imitate models who are highly competent, expert, receive attractive highly competent, expert, receive attractive reinforcers, and are friendly or approachable.reinforcers, and are friendly or approachable.


Theories in MotivationTheories in Motivation(Where does (Where does paypay fit in?) fit in?)Theories in MotivationTheories in Motivation

(Where does (Where does paypay fit in?) fit in?)• Pay as a Motivator????Pay as a Motivator????

Expectancy: pay is an instrumentality (and Expectancy: pay is an instrumentality (and outcome), must be high for motivation to be outcome), must be high for motivation to be high.high.

Need Theory: pay is used to satisfy many Need Theory: pay is used to satisfy many needs.needs.

Equity Theory: pay is given in relation to inputs.Equity Theory: pay is given in relation to inputs.Goal Setting Theory: pay is linked to attainment Goal Setting Theory: pay is linked to attainment

of goals.of goals.Learning Theory: outcomes (pay), is distributed Learning Theory: outcomes (pay), is distributed

upon performance of functional behaviors.upon performance of functional behaviors.

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