CHAPTER 7

MOTIVATION
CONCEPTS
Presented by: Group 4
Learning Objectives:
DESCRIBE DEMONSTRATE
the differences among self-efficacy
the three key elements of motivation

theory, reinforcement theory, equity

COMPARE
theory, and expectancy theory.

the early theories of motivation IDENTIFY

the implications of employee job

CONTRAST engagement for managers.

the elements of self-determination

theory and goal-setting theory

DESCRIBE
how the contemporary theories of

motivation complement one another.

MOTIVATION AND
EARLY THEORIES
CHERRY CO
 What is 
MOTIVATION?
 What is 
This refers to the processes MOTIVATION?
that account for an

individual’s intensity,

direction, and persistence

of effort toward attaining a

goal.
 INTENSITY
DEFINING MOTIVATION -describes how hard a person tries

3 KEY ELEMENTS DIRECTION

-effort directed towards the goal of

OF MOTIVATION an organization

PERSISTENCE
-measures how long a

person can maintain effort

Learning Objectives:
DESCRIBE DEMONSTRATE
the differences among self-efficacy
the three key elements of motivation

theory, reinforcement theory, equity

COMPARE
theory, and expectancy theory.

the early theories of motivation IDENTIFY

the implications of employee job

CONTRAST engagement for managers.

the elements of self-determination

theory and goal-setting theory

DESCRIBE
how the contemporary theories of

motivation complement one another.

EARLY THEORIES OF
MOTIVATION
 HIERARCHY OF
NEEDS THEORY
WORKING EFFICIENTLY
Abraham Maslow's hierarchy of five

needs-physiological, safety, social,

esteem, and self-evaluation-in which,

as each need is substantially satisfied,

the next need becomes dominant.

ABRAHAM MASLOW
HIERARCHY OF NEEDS PHYSIOLOGICAL

THEORY
Includes hunger, thirst, shelter, sex,

and other bodily needs

SAFETY SOCIAL
Security and protection from Affection, belongingness,

physical and emotional harm acceptance, and friendship

ESTEEM SELF-ACTUALIZATION
Internal factors such as self-respect,
Drive to become what we are
autonomy, and achievement,
capable of becoming;
and extern l factors such as status,
includes growth, achieving our
recognition, and attention.
potential, and self-fulfillment
 HIGHER ORDER NEEDS

LOWER ORDER NEEDS

Source: A. H. Maslow, Motivation and Personality, 3rd ed., R. D. Frager and J. Fadiman (eds.). © 1997. Adapted by permission of
Pearson Education, Inc., Upper Saddle River, New Jersey
 THEORY X
BASICALLY NEGATIVE
THEORY Y
BASICALLY POSITIVE

The assumption that The assumption that

employees dislike work, are employees like work , are

lazy, dislike responsibility, creative, seek responsibility,

and must be coerced to and can exercise self-

perform. direction.
HERZBERG'S TWO
FACTOR THEORY
VENESSE ABELLANOSA
 TWO FACTOR
THEORY
WORKING EFFICIENTLY
A theory that relates intrinsic factors to

job satisfaction and associates extrinsic

factors with dissatisfaction. Also called

motivation hygiene theory.

FREDERICK HERZBERG
 "The oppposite of
satisfaction is no
INTRINSIC FACTORS
Advancement, recognition, responsibility, and
satisfaction."
achievement seem related to job satisfaction
"The oppposite of
EXTRINSIC FACTORS
dissatisfaction is no
dissatisfaction."
Supervision, pay, company policies, and work

conditions seem related to job dissatisfaction

HYGIENE FACTORS
Factors - such as company policies and

administration, supervision, and salary-that,

when adequate in a job, placate workers. When

these factors are adequate, people won't be

Source: Based on Harvard Business Review. “Comparison of Satisfiers and Dissatisfiers.” An exhibit from One More Time: How Do You
Motivate Employees? by Frederick Herzberg, January 2003. Copyright © 2003 by the Harvard Business School Publishing Corporation.
All rights reserved.
Source: Based on Harvard Business Review. “Comparison of Satisfiers and Dissatisfiers.” An exhibit from One More Time: How Do You
Motivate Employees? by Frederick Herzberg, January 2003. Copyright © 2003 by the Harvard Business School Publishing Corporation.
All rights reserved.
What is another name for Two Factor

Theory?
McClelland's Theory
of Needs
McClelland's Theory
of Needs
WORKING EFFICIENTLY
A theory that states achievement,

power and affiliation are three

important needs that help explain

motivation

DAVID McCLELLAND
THREE IMPORTANT
NEEDS NEED FOR
ACHIEVEMENT (nAch)
The drive to excel, to achieve in

relationship to a set of standards

NEED FOR POWER (nPow)

and to strive to succeed

The need to make others behave in a

way in which they would not have

behaved otherwise

NEED FOR AFFILIATION (nAff)

The desire for friendly and close

interpersonal relationships
McClelland's Theory of needs is a theory

that states ________, _______ and

________ are three

important needs that help explain

motivation
Learning Objectives:
DESCRIBE DEMONSTRATE
the differences among self-efficacy
the three key elements of motivation

theory, reinforcement theory, equity

COMPARE
theory, and expectancy theory.

the early theories of motivation IDENTIFY

the implications of employee job

CONTRAST engagement for managers.

the elements of self-determination

theory and goal-setting theory

DESCRIBE
how the contemporary theories of

motivation complement one another.

CONTEMPORARY
THEORIES OF
MOTIVATION
 SELF-
DETERMINATION
THEORY
WORKING EFFICIENTLY
a theory of motivation that is

concerned with the beneficial effects

of intrinsic motivation and the harmful

effects of extrinsic motivation

EDWARD DECI
and
RICHARD RYAN
 COGNITIVE
EVALUATION THEORY
A complementary theory which is a version of self-

determination theory that holds that allocating extrinsic

rewards for behavior that had been previously intrinsically

rewarding tends to decrease the overall level of motivation if

the rewards are seen as controlling

SELF-CONCORDANCE
THE DEGREE TO WHICH PEOPLE’S

REASONS FOR PURSUING GOALS ARE

CONSISTENT WITH THEIR INTERESTS AND CORE

VALUES
 2 PICS 2 WORDS

____ _____________

theory
GOAL SETTING
THEORY
MECA CENABRE
 GOAL - SETTING
THEORY
a theory proposed by Edwin Locke

which says that specific and difficult

goals, with feedback, lead to higher

performance.

EDWIN LOCKE
THREE PERSONAL FACTORS
THAT INFLUENCE THE
GOAL-PERFORMANCE
RELATIONSHIP

GOAL COMMITMENT
TASK an individual is committed to the

CHARACTERISTICS goal and determined not to lower

or abandon it
affect task performance strongly

when tasks are simple rather than

complex, well learned rather than

novel, independent rather that

interdependent, and on the high

end of achievable NATIONAL CULTURE

•setting specific, difficult, individual

goals may have different effects in

different cultures
 WAYS TO REGULATE THOUGHTS AND BEHAVIOR
DURING GOAL PURSUIT

PROMOTION FOCUS PREVENTION FOCUS

self regulation strategy that involves self regulation strategy that involves

striving for goals through advancements striving for goals by fulfilling duties and

and accomplishment obligations

IMPLEMENTING GOAL-SETTING

MANAGEMENT BY OBJECTIVES (MBO)

-program that encompasses

specific goals,

participatively set, for an

explicit time period, with

feedback on goalprogress.
 FOUR
INGREDIENTS
Goal Specificity Participation in

decision making (and

COMMON TO
setting of goals)

MBO PROGRAMS
Explicit time period Performance

Feedback
Source: http://bba12.weebly.com/uploads/9/4/2/8/9428277/organizational_behavior_15e_-
_stephen_p_robbins__timothy_a_judge_pdf_qwerty.pdf
 GOAL-SETTING and ETHICS
When money is tied to goal attainment, we may

focus on getting the money and become willing

to compromise ourselves ethically.

 Rearrange the jumbled letters

LOAG TETINGS EOTHYR

Learning Objectives:
DESCRIBE DEMONSTRATE
the differences among self-efficacy
the three key elements of motivation

theory, reinforcement theory, equity

COMPARE
theory, and expectancy theory.

the early theories of motivation IDENTIFY

the implications of employee job

CONTRAST engagement for managers.

the elements of self-determination

theory and goal-setting theory

DESCRIBE
how the contemporary theories of

motivation complement one another.

SELF-EFFICACY
THEORY
(SOCIAL COGNITIVE THEORY

or SOCIAL LEARNING THEORY)

 SELF-EFFICACY
THEORY
- an individual’s belief that he or

she is capable of performing a task.

- those with a high efficacy become

more engaged in their tasks and in turn

increase performance

- Goal-Setting Theory and

Self-Efficacy Theory don’t compete; ALBERT BANDURA

they complement each other

Source: Based on E. A. Locke and G. P. Latham, “Building a Practically Useful Theory of Goal Setting and Task Motivation: A 35-Year
Odyssey,” American Psychologist (September 2002), pp. 705–717.
4 WAYS SELF-EFFICACY CAN
BE INCREASED

VERBAL PERSUASION
ENACTIVE MYSTERY
convincing us that we have the
gaining experience with the task or
necessary skills necessary to be
job
successful

VICARIOUS MODELING AROUSAL

becoming more confident because you leads to energized state; ‘psyched up’

see someone else doing the task thus performing better

 INFLUENCING SELF-EFFICACY IN

OTHERS

PYGMALION EFFECT
- form of self-fulfilling prophecy in

which believing something can make it true.

-Training programs by having people

practice and build their skills, it increases self-efficacy

when the training

is interactive and feedback is given after training

 It is a form of self-fulfilling prophecy in

which believing something can make it true.

REINFORCEMENT
THEORY
JOSHUA DANAO
 REINFORCEMENT
THEORY
- A theory that says that behavior is a function of its

consequences

- Argues that reinforcement

conditions

behavior
- Ignores the inner state of the individual

and concentrates solely on what happens when he

BURRHUS FREDERIC or she takes some action

SKINNER
 Operant
Conditioning Theory
- People learn to behave to get something they

want or to avoid something they don't want

- Influenced by the reinforcement brought about by

consequences

- B.F. Skinner demonstrated that people will most

likely engage in desired behaviors if they are

positively reinforced for doing so

BEHAVIORISM
A THEORY THAT ARGUES

THAT BEHAVIOR FOLLOWS

STIMULI IN A RELATIVELY

UNTHINKING MANNER
 Social-Learning
Theory and Reinforcement
-The view that we can learn through both

observation and direct experience

-Although social-learning theory is an

extension of operant conditioning, it also

acknowledges the effects of observational

learning and perception

 BEHAVIORISM
ATTENTIONAL PROCESSES RETENTION PROCESSES
People learn from a model only when they A model’s influence depends on how well

recognize and pay attention to its critical the individual remembers the model’s action

features. We tend to be most influenced by after the model is no longer readily available

models that are attractive, repeatedly

available, important to us, or similar to us (in

our estimation)

MOTOR REPRODUCTION REINFORCEMENT PROCESSES

PROCESSES  Individuals are motivated to exhibit the

After a person has seen a new behavior by modeled behavior if positive incentives or

observing the model, watching must be rewards are provided. Positively reinforced

converted to doing. This process behaviors are given more attention, learned

demonstrates that the individual can perform better, and performed more often

the modeled activities

Reinforcement Theory is a theory that says that

________ is a function of its consequences

 Equity Theory or
Organizational Justice
A theory that says that individuals

compare their job inputs and

outcomes with those of others and

then respond to eliminate any

inequities

J. STACEY ADAMS
 BASED ON EQUITY THEORY, EMPLOYEES WHO
PERCEIVE INEQUITY WILL MAKE ONE OF SIX CHOICES:
CHANGE INPUTS CHANGE OUTCOMES
(exert less effort if underpaid or more if (individuals paid on a piece-rate basis can

overpaid). increase their pay by producing a higher

quantity of units of lower quality).

DISTORT PERCEPTIONS OF
SELF
(“I used to think I worked at a moderate
DISTORT PERCEPTIONS OF
pace, but now I realize I work a lot harder
OTHERS
than everyone else”). (“Mike’s job isn’t as desirable as I thought”).

CHOOSE A DIFFERENT REFERENT

(“I may not make as much as my brother-in-law,
LEAVE THE FIELD
but I’m doing a lot better than my Dad did when
(Quit the job).
he was my age”).
 ORGANIZATIONAL
JUSTICE
- An overall perception of what is fair in

the workplace, composed of distributive, procedural,

informational, and

interpersonal justice

- simply fairness, in the workplace

- concerned more broadly with how employees

feel authorities and decision-makers at work treat them

DISTRIBUTIVE JUSTICE
(What)
- perceived fairness of the amount

and allocation of rewards among

individuals

- concerned with the fairness of the

outcomes, such as pay and recognition

that employees receive

PROCEDURAL JUSTICE
(How)
- The perceived fairness of the

process

used to determine the distribution of

rewards

- examines how outcomes are

allocated
2 TYPES OF INTERACTIONAL JUSTICE
INFORMATIONAL JUSTICE INTERPERSONAL JUSTICE
- The degree to which employees are
- The degree to which employees are

treated
provided truthful explanations for

with dignity and respect

decisions

- reflects whether employees are

- reflects whether managers provide

treated
employees with explanations for key

with dignity and respect

decisions and keep them informed of

important organizational matters

- is unique in that it can occur in

everyday interactions between managers

and employees
JUSTICE OUTCOMES
ENSURING JUSTICE
CULTURE AND JUSTICE
What are the 2 types of interactional justice?
 VROOM'S
EXPECTANCY
THEORY
ANNIKA CAÑETE
 EXPECTANCY
THEORY
A theory that says that the strength of a

tendency to act in a certain way depends on the

strength of an expectation that the act will be

followed by a given outcome and on the

attractiveness of that outcome to the individual.

VICTOR VROOM
Source: http://bba12.weebly.com/uploads/9/4/2/8/9428277/organizational_behavior_1

5e_-_stephen_p_robbins__timothy_a_judge_pdf_qwerty.pdf
 EFFORT-PERFORMANCE
RELATIONSHIP
THE PROBABILITY PERCEIVED BY THE

INDIVIDUAL THAT EXERTING A GIVEN AMOUNT

OF EFFORT WILL LEAD TO PERFORMANCE.

“If I give maximum effort, will it be recognized in

my performance appraisal?”
Source: http://bba12.weebly.com/uploads/9/4/2/8/9428277/organizational_behavior_1

5e_-_stephen_p_robbins__timothy_a_judge_pdf_qwerty.pdf
 PERFORMANCE-REWARD
RELATIONSHIP
THE DEGREE TO WHICH THE INDIVIDUAL

BELIEVES PERFORMING AT A PARTICULAR

LEVEL WILL LEAD TO THE ATTAINMENT OF A

DESIRED OUTCOME.

“If I get a good performance appraisal, will it lead

to organizational rewards?”
Source: http://bba12.weebly.com/uploads/9/4/2/8/9428277/organizational_behavior_1

5e_-_stephen_p_robbins__timothy_a_judge_pdf_qwerty.pdf
 REWARDS-PERSONAL
GOALS RELATIONSHIP
THE DEGREE TO WHICH ORGANIZATIONAL

REWARDS SATISFY AN INDIVIDUAL’S

PERSONAL GOALS OR NEEDS AND THE

ATTRACTIVENESS OF THOSE POTENTIAL

REWARDS FOR THE INDIVIDUAL.

“If I’m rewarded, are the rewards attractive to me?”

Source: http://bba12.weebly.com/uploads/9/4/2/8/9428277/organizational_behavior_1

5e_-_stephen_p_robbins__timothy_a_judge_pdf_qwerty.pdf
Learning Objectives:
DESCRIBE DEMONSTRATE
the differences among self-efficacy
the three key elements of motivation

theory, reinforcement theory, equity

COMPARE
theory, and expectancy theory.

the early theories of motivation IDENTIFY

the implications of employee job

CONTRAST engagement for managers.

the elements of self-determination

theory and goal-setting theory

DESCRIBE
how the contemporary theories of

motivation complement one another.

JOB ENGAGEMENT
JOB ENGAGEMENT
THE INVESTMENT OF AN EMPLOYEE’S

PHYSICAL, COGNITIVE, AND

EMOTIONAL ENERGIES INTO

JOB PERFORMANCE.
 WHAT MAKES PEOPLE MORE LIKELY TO
BE ENGAGED IN THEIR JOBS?

DEGREE TO WHICH A MATCH BETWEEN LEADERSHIP

AN EMPLOYEE THE INDIVIDUAL’S BEHAVIORS THAT
BELIEVES IT IS VALUES AD THOSE INSPIRE WORKERS TO
MEANINGFUL TO OF THE A GREATER SENSE OF
ENGAGE IN WORK ORGANIZATION MISSION
Learning Objectives:
DESCRIBE DEMONSTRATE
the differences among self-efficacy
the three key elements of motivation

theory, reinforcement theory, equity

COMPARE
theory, and expectancy theory.

the early theories of motivation IDENTIFY

the implications of employee job

CONTRAST engagement for managers.

the elements of self-determination

theory and goal-setting theory

DESCRIBE
how the contemporary theories of

motivation complement one another.

 INTEGRATING
CONTEMPORARY
THEORIES
Source: http://bba12.weebly.com/uploads/9/4/2/8/9428277/organizational_behavior_1

5e_-_stephen_p_robbins__timothy_a_judge_pdf_qwerty.pdf
Learning Objectives:
DESCRIBE DEMONSTRATE
the differences among self-efficacy
the three key elements of motivation

theory, reinforcement theory, equity

COMPARE
theory, and expectancy theory.

the early theories of motivation IDENTIFY

the implications of employee job

CONTRAST engagement for managers.

the elements of self-determination

theory and goal-setting theory

DESCRIBE
how the contemporary theories of

motivation complement one another.

What is the Chinese name of

Cherry Co?
fin.