5 Chapter Motivation at Work Nelson & Quick
Definition of Motivation
Motivation - the process of arousing and sustaining goal-directed behavior relatively stable set of characteristics that influences an individual's behavior
What Motivates People at Work?
Internal needs
Variables within the individual Enlightened self-interest Individual interests & benefits Protestant work ethic Hierarchy of needs Cultural differences affect motivation
What Motivates People at Work?
External Incentives
Vary by the individual Self-interest Economic gain Social Interpersonal
Early Motivation Theories
Psychological theories emphasized internal needs; ignored individual diversity Economic theories emphasized extrinsic incentives; technology was a force multiplier Process theory emphasized nature of interaction between individual and the environment External theories focused on environmental elements such as, behavioral consequences
Maslow's Hierarchy of Needs
SA Esteem Love (Social) Safety & Security Physiological
Motivational Theories X & Y
SA Esteem Love (Social) Safety & Security Physiological Theory Y - a set of assumptions of how to manage individuals motivated by higherorder needs Theory X - a set of assumptions of how to manage individuals motivated by lowerorder needs
McGregor's Assumptions About People Based on Theory X
Naturally indolent Lack ambition, dislike responsibility, and prefer to be led Inherently self-centered and indifferent to organizational needs Naturally resistant to change Gullible, not bright, ready dupes
Adapted from Table 5.1 which is from "The Human Side of Enterprise" by Douglas M. McGregor reprinted from Management Review, November 1957. Copyright 1957 American Management Association International. Reprinted by permission of American Management Association International, New York, NY. All rights reserved. http://www.amanet.org.
McGregor's Assumptions About People Based on Theory Y
Experiences in organizations result in passive and resistant behaviors; they are not inherent Motivation, development potential, capacity for assuming responsibility, readiness to direct behavior toward organizational goals are present in people Management's task--arrange conditions and operational methods so people can achieve their own goals by directing efforts to organizational goals
Adapted from Table 5.1 which is from "The Human Side of Enterprise" by Douglas M. McGregor reprinted from Management Review, November 1957. Copyright 1957 American Management Association International. Reprinted by permission of American Management Association International, New York, NY. All rights reserved. http://www.amanet.org.
Alderfer's ERG Theory
SA Esteem Love (Social) Safety & Security Physiological
Growth Relatedness Existence
Herzberg's Two-Factor Theory
Hygiene Factor - work condition related to dissatisfaction caused by discomfort or pain
maintenance factor contributes to employee's feeling not dissatisfied contributes to absence of complaints
Motivation Factor - work condition related to the satisfaction of the need for psychological growth
job enrichment leads to superior performance & effort
Motivation-Hygiene Theory of Motivation
Company policy & Hygiene factors administration must Supervision Interpersonal relations be present to Working avoid conditions job Salary Status dissatisfaction Security Hygiene factors avoid job dissatisfaction
Frederick Herzberg, The Managerial Choice: To be Efficient or to Be Human. (Salt Lake City: Olympus, 1982). Reprinted by permission.
Motivation-Hygiene Theory of Motivation
Company policy & Hygiene factors administration must Supervision Interpersonal relations be present to Working conditions avoid job Salary Status dissatisfaction Security Hygiene factors avoid job dissatisfaction Motivation factors increase job satisfaction
Achievement Achievement recognition Work itself Responsibility Advancement Growth
Salary?
Frederick Herzberg, The Managerial Choice: To be Efficient or to Be Human. (Salt Lake City: Olympus, 1982). Reprinted by permission.
Resultant Job Conditions (Motivation = M, Hygiene = H)
High M Low M
high motivation low motivation High H few complaints few complaints high motivation low motivation Low H many complaints many complaints
Manifest Need Theory: Need for Achievement
Need for Achievement a manifest (easily perceived) need that concerns individuals' issues of excellence, competition, challenging goals, persistence, and overcoming difficulties
Manifest Need Theory: Need for Power
Need for Power - a manifest (easily perceived) need that concerns an individual's need to make an impact on others, influence others, change people or events, and make a difference in life
Manifest Need Theory: Need for Affiliation
Need for Affiliation - a manifest (easily perceived) need that concerns an individual's need to establish and maintain warm, close, intimate relationships with other people
3 Motivational Need Theories
Higher Order needs Lower Order needs
[
[
Maslow
Alderfer
McClelland
Need for Achievement Need for Power
Self Actualization
Esteem self interpersonal Belongingness
Safety & security interpersonal physical Physiological
]
]
]
Growth
Relatedness
Need for affiliation
Existence
Motivational Theory of Social Exchange
Equity ...