Chapter 7 – Foundations of Motivation

BUSA 220Professor Wallace, Winter 2012

Daniel Pink

Ted Talks: Daniel Pink

Motivation

• Psychological processes that arouse and direct goal-directed behavior

• Does high motivation mean better job performance?– A=Yes, B=No

• Is money the only motivator?

Motivational Theories• Content Theories– Identify internal factors

influencing motivation

• Process Theories– Identify the process by

which internal factors and cognitions influence motivation

Source: Krietner/Kinicki, 2009

Maslow’s Hierarchy of Needs

Source: Krietner/Kinicki, 2009

Employee Needs Vary

Source: Krietner/Kinicki, 2009

Source: Penn State Psych 484

Maslow Revised

Alderfer's ERG Theory

• Existence: Desire for physiological and materialistic well-being• Relatedness: Desire to

have meaningful relationships with significant others• Growth: Desire to grow

and use one’s abilities to their fullest potential

Source: Penn State Psych 484

Source: Penn State Psych 484

McClelland's Need Theory• The Need for

Achievement – Desire to accomplish

something difficult

• The Need for Affiliation – Desire to spend time in

social relationships and activities

• The Need for Power – Desire to influence, coach,

teach, or encourage others to achieve

Source: Penn State Psych 484

McClelland's Need Theory

Source: Penn State Psych 484

What Do You Think?Is high need for power good or bad?

A= Good, B=Bad, C= It depends

1. What is the most important need for leaders?– Achievement– Affiliation– Power

2. What is the least important?– Achievement– Affiliation– Power

Herzberg’s Motivator-Hygiene ModelHygiene Factors - job characteristics associated with

job dissatisfaction– Salary

– Supervisory relations

– Working conditions

Motivators - job characteristics associated with

job satisfaction– Achievement

– Recognition

– Responsibility

Dissatisfactio

n

Satisfaction

Herzberg’s Motivator-Hygiene Model

Source: Krietner/Kinicki, 2009

Herzberg’s Motivator-Hygiene Model

Source: MAAW from HBR 1968, 2003

Theory Comparison

Self-Actualization

Esteem

Belongingness

Safety

Physiological

Growth

Relatedness

Existence

Motivator--Hygiene

Motivators

Hygienes

Need forAchievement

Need forPower

Need forAffiliation

McClelland’sLearned Needs

ERGNeeds Hierarchy

Equity Theory• People strive for fairness and justice in social

exchanges• People will be motivated to the extent their perceived

inputs to outputs is in balance

A. Compare personal outcomes to inputs.

B. Compare your outcomes to relevant others:

1. Comparisons to teammates or coworkers

2. Comparisons to another group (e.g. department/unit)

3. Comparisons to others in your field or occupational.

Equity Theory

Source: BusinessBalls

What Do You Think?Deena works 60 hours per week and does not feel that she is being adequately recognized or rewarded. According to equity theory, Deena is least likely to:

a. Ask for a raise or bonusb.Reduce her efforts by

decreasing her hoursc. Increase her efforts by

working longer hoursd.Frame the situation as a

learning experience and beneficial for her future career.

Equity SensitivityAn individual’s tolerance for negative and positive equity –Benevolents have a

higher tolerance for negative inequity

–Sensitives adhere to strict norm of reciprocity

–Entitleds have no tolerance for negative inequity

Equity Sensitivity

Source: Penn State Psych 484

Organizational Justice• Distributive Justice -

Perceived fairness of how resources and rewards are distributed

• Procedural Justice -perceived fairness of the process and procedure for allocation decisions

• Interactional Justice - feel fairly treated when procedures are implemented

What Do You Think• What important work-

related variables are perceptions of equity related to?• What are the managerial

implications of equity theory and organizational justice research?

Equity Theory & Justice

Job Performance &

Counterproductive Behaviors

Distributive & Procedural Justice

Equity Theory & Justice

Justice

Trust

Commitment

Citizenship

Satisfaction

Vroom’s Expectancy Theory

Vroom’s Expectancy Theory

Self EfficacyGoal Difficulty

Perceived Control

TrustControlPolicies

NeedsValuesGoals

Preferences

Expectancy (E P)Perceived

likelihood that EFFORT will

lead to performance

Instrumentality (P R)

Perceived likelihood that

Performance leads to desired rewards

Valence V(R)The value of

expected rewards to the individual

Motivational Force (MF)

Force directing specific behavior

alternatives

X X =

What Do You Think?For each of the following actions, indicate which part of the expectancy model, specifically, would be improved for an unmotivated employee?

A. Effort to Performance (Expectancy)

B. Performance to Outcome (Instrumentality)

C. Value of rewards (Valence)

1. Show direct link between performance and raises.

2. Set clear goals, establish positive expectations

3. Base rewards on what the employee values.

4. Establish a pay for performance plan.

5. Provide adequate resources and training.

Expectancy Theory Implications

Source: Krietner/Kinicki, 2009

Goal Difficulty

Source: Penn State Psych 484

Locke’s Goal Setting Theory

Encouraging thedevelopment of goal-attainment strategies

or action plans

Increasingone’s persistence

Regulatingone’s effort

Directingone’s attention

Goalsmotivate theindividual

by...

Taskperformance

Blanchard & Johnson

Source: Penn State Psych 484

Motivation by Job DesignChanging the content or process of a specific job to increase job satisfaction and performance• Job Rotation moving employees from one

specialized job to another• Job Enlargement putting more variety into a job

• Job Enrichment building achievement, recognition, responsibility, and advancement into the work

Motivation by Job Design

Source: Emerald Insight

Motivation by Job Design

Source: DSS Incorporated

Motivation by Job Design

Source: Krietner/Kinicki, 2009

Job Satisfaction?

Job Satisfaction?

Source: www.ritholtz.com

Retention Management

http://www.magna.in/hr_employee_support.aspx

The Zinger Model

http://www.davidzinger.com/wp-content/uploads/Employee-Engagement-Model-Zinger-2011.jpg

Conclusion?• Experts in many fields

are still trying to figure it out and making a good living doing so.• YOU have to figure out

what MOTIVATES you, and then feed it!• Read Pink or Gardner