Job performance = f (ability X motivation X organizational support)

MAJOR THEORIES OF MOTIVATION

I. Need Approaches:
- Maslows Hierarchy of Needs - Alderfers ERG Theory

- Herzbergs Two Factor Theory

- McClellands Learned Needs Theory II. Cognitive Approaches:

- Expectancy Theory
- Equity Theory/ Social Comparison - Goal Setting Theory

III. REINFORCEMENT THEORY OR OPERANT CONDITIONING : How Rewards & Reinforcements Sustain Motivation Over Time
(Behavior Modification)

ERG THEORY
Existence needs Physiological needs Relatedness needs- Relationships, love and belongingness Growth needs- Creativity & innovation

Alderfers ERG Theory

Need Progression

Growth Needs

Need Regression

Relatedness Needs

Existence Needs

Herzbergs Theory Rests on Two Assumptions 1.) Job satisfaction is equivalent to being motivated (influence of Human Relations) and assumption that the happy worker is a productive worker

2.) Job satisfaction and dissatisfaction are separate concepts with unique determinants

Herzbergs 2-Factor Theory

Determinants of Job Dissatisfaction are Hygiene* Factors: Pay, fringe benefits Working conditions Quality of supervision Interpersonal relations Job Environment Factors *
Poor hygiene can make you, sick, but good hygiene wont necessarily make you healthy

Determinants of Job Satisfaction are Motivator Factors: Work itself, responsibility Advancement Recognition

David McClellands Theory of Needs

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WORK PREFERENCES OF PERSONS HIGH IN NEED FOR ACHIEVEMENT, AFFILIATION, AND POWER
INDIVIDUAL NEED High need for achievement WORK PREFERENCES - Individual responsibility JOB EXAMPLE Field sales person with challenging quota and opportunity to earn individual bonus Customer service representative; member of work unit subject to group wage bonus plan Formal position of supervisory responsibility; appointment as head of special task force or committee

- Challenging but achievable goals

- Feedback on performance - Interpersonal relationships

High need for affiliation

- Opportunities to communicate

High need for power

- Control over other persons

- Attention - Recognition

A Comparison of Internal Need Theories of Motivation

Maslows Hierarchy of Needs

Alderfers ERG Theory

Herzbergs Two Factor Theory

McClellands Acquired Needs Theory

SelfActualization
Aesthetic Cognitive Esteem

Achievement Growth

Motivator

Power

Relatedness

Belonging
Hygiene Security Existence

Affiliation

Physiological

THE GOALS OF COGNITIVE THEORIES ARE TO EXPLAIN THOUGHTS ABOUT EFFORT:

1.) the decision to expend effort 2.) the level of effort to exert 3.) how effort can be made to persist over time

Expectancy Theory of Motivation

Expectancy theory
Holds that people are motivated to behave in ways that produce valued outcomes.

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Expectancy Theory

Involves 3 cognitions/perceptions:
1. Expectancy the perceived probability that effort will lead to task performance. the perceived probability that performance will lead to rewards

2. Instrumentality -

3. Valence -

the anticipated value of a particular outcome to an individual.

Effort

Performance

Rewards or Outcomes

Expectancy Theory

EXPECTANCY THEORY
Motivation force F= valence*expectancy

Level of Performance or Production

Second level outcome

Equity Theory
Equity theory
Holds that motivation is a function of fairness in social exchanges

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Equity Theory: The decision to exert effort is a function of social comparison

Involves 3 relevant perceptions:

1. Perceptions of outcomes received from performing a task. (e.g., pay) 2. Perceptions of inputs required to perform a task. 3. Perceptions of the outcomes and inputs of a REFERENCE PERSON. If: Outcomes Self = Outcomes Reference Person

Inputs Self
Then equity exists.

Inputs Reference Person

Equity Theory

Referent Comparisons:
Self-inside Self-outside Other-inside

Other-outside

Equity Theory

Negative and Positive Inequity

Restoring Equity
Under-reward: Increase outcomes Reduce inputs Over-reward: Increase inputs Reduce Outcomes Other Options: Leave situation Alter perceptions Change reference person

Justice

Goal-Setting Theory (Edwin Locke)

How Does Goal Setting Work

Goals direct attention Goals regulate effort Goals increase persistence Goals foster the development and application of task strategies and action plans

Insights from Goal-Setting Research

1. Difficult goals lead to higher performance 2. Specific, difficult goals lead to higher performance for simple rather complex tasks
Goal specificity quantifiability of a goal

3. Feedback enhances the effect of specific, difficult goals

Insights from Goal-Setting Research

4. Participative goals, assigned goals, and selfset goals are equally effective 5. Goal commitment and monetary incentives affect goal-setting outcomes
Goal commitment extent to which an individual is personally committed to achieving a goal

Relationship between Goal Difficulty and Performance

Practical Application of Goal Setting

Step 1: Set goals Step 2: Promote goal commitment Step 3: Provide support and feedback

 Failure will never overtake me if my determination to succeed is strong enough. Og Mandino Success is not final, failure is not fatal: it is the courage to continue that counts. Winston Churchill