MOTIVATION

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Chapter 5
MOTIVATION
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Motivation and performance
Motivation - the force that initiates, directs
and sustains behaviour Ability - the capacity of
individuals to achieve the tasks they are trying
to accomplish Opportunity - the conditions under
which motivation and ability are deployed
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Basic motivational process
Add Figure 5.1 here
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Motivation in organizations
Motivation explains three important aspects of
deliberate behaviour Direction - the type of
activity chosen to be engaged with Effort - the
amount of energy expended in relation to a
particular activity Persistence - the duration
of the behaviour in question, especially in light
of difficulties or obstacles
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Intrinsic and extrinsic motivation

• Intrinsic motivation - the impetus for behaviour
  originates in the performance of the action
  itself, such as an enjoyable or otherwise
  satisfying task
• Extrinsic motivation - the impetus for behaviour
  originates outside the person and the performed
  task, it is done as a means to another end

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Content theories of motivation
Maslows hierarchy of needs theory Alderfers
existence, relatedness and growth theory
(ERG) Herzbergs two-factor theory
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Maslows hierarchy of needs

• Individuals have innate needs or wants which they
  will seek to satisfy
• Physiological needs
• Safety needs
• Social needs
• Esteem needs
• Self-actualization needs

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Maslows hierarchy of needs

• Hierarchy displays the following properties
• A need once satisfied is no longer a motivator
• A need cannot be effective as a motivator until
  those before it in the hierarchy have been
  satisfied
• If deprived of the source of satisfaction from a
  lower order need it will again become a motivator
• There is an innate desire to work up the
  hierarchy
• Self-actualization is not like the other needs

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Maslows hierarchy of needs

• Figure 5.2

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Alderfers ERG theory

• Three-level hierarchy
• Existence needs
• Relatedness needs
• Growth needs

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Herzbergs two-factor theory

• Motivators and hygiene factors
• Hygiene factors if absent cause dissatisfaction
• Salary
• Working conditions
• Job security
• Level and quality of supervision
• Company policies and administrative procedures
• Interpersonal relationships at work

• Motivators - motivate an individual to improve
  their work performance
• Recognition
• Sense of achievement
• Responsibility
• Nature of the work itself
• Growth
• Advancement

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Comparison of the needs theories
Figure 5.3
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Satisfaction and Herzbergs two factors

• Figure 5.4

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Process theories
Vroom Porter and Lawler expectancy models Adams
equity theory Lockes goal theory
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Vrooms expectancy model

• Figure 5.5

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Porter and Lawler expectancy model

• Figure 5.6

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Adams equity theory

• Relative fairness of treatment at work
• Equity/Inequity

Figure 5.7
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Lockes goal setting theory

• Intentions play a significant part in behavioural
  patterns
• Feedback
• Goal setting needs
• Specifics
• Completion requirement
• Difficult goal/easy goals

Figure 5.8
SMART objectives
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BEHAVIOURIST THEORIES

• Pavlov and classical conditioning
• Skinner and operant conditioning

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Pavlov and classical conditioning

• Figure 5.9

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The four central processes used in operant
conditioning

• Figure 5.10

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RECENT CONTRIBUTIONS TO WORK MOTIVATION

• Banduras Social-Cognitive Theory
• Important aspects of this theory include
• the notion of vicarious learning
• dynamics of self-control (absent from
  behaviouristic views of behaviour)
• the concept of self-efficacy
• Self-Determination Theory
• distinguishes between
• autonomous motivation (where behaviour is based
  on volition and active choice)
• controlled motivation (where behaviour is based
  on external consequences determined by decisions
  or dynamics outside the person)

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Continuum of self-determination according to SDT

• Table 5.1