Ch.

12 Motivation
Defined – the desire to satisfy an unmet
need.
Expectations?
Self-Fulfilling Prophecy?
Performance equation?
Content/Process/Reinforcement theories
I. Content theories
A. Maslow’s Hierarchy

physiological, safety, social, esteem, self-

actualization
use motivators that satisfy the next level need
once lower level needs are satisfied, they lose
their motivating potential
implications: satisfy lower level needs so upper
level needs are motivating. How do you know
what needs are unmet? Survey
How to satisfy physiological?
– AT&T gave money to childcare centers and
gets first priority for its workers

How to satisfy safety?

– IBM, Honeywell, Advanced Micro all wrote no
layoff policies. Now they can address other
needs. Xerox dealt with union to give job
security, but reductions in salary. Delivery
people (postmen/fedex/pizza drivers) are
suffering violence: In one year there were 213
problems for postmen; Fedex employee killed,
pizza deliverers reporting increases in
assault.
How to satisfy social (sense of belonging)?
– Use teams, picnics
How to satisfy esteem?
– Perks of success (status, office, decision
making) or simply a sense of self-efficacy.
Unocal does creativity week for R&D folks for
recognition. United Electric Controls uses
valued employee program wherein they receive
dollars for implemented idea.
How to safisfy self-actualization?
– Opportunity to grow. Training?
B. Herzberg’ Theory
Theory names:
1. Motivation-hygiene theory
2. Two-factor theory
He asked employees when they think
about their jobs, what makes them feel
really good about their jobs and what
makes them feel bad about their jobs. He
came up with two groups: motivators
(intrinsic factors) and hygiene factors
(extrinsic factors).

– What are examples of each?

Hygiene = salary/supervision/working
conditions/policies
Motivators= characteristics of the
work/advancement/responsibility/achieve
ment
Then he came up with a perspective not
previously considered:
– Motivators can lead to satisfaction, but
hygiene factors can only prevent
dissatisfaction.
– Thus, satisfaction is distinct from
dissatisfaction:
hygiene factors present  no
dissatisfaction  no grievance (or
motivation)

hygiene factors not present 

dissatisfaction  grievance

motivators present  satisfaction 

motivated behavior

motivators not present  no satisfaction

 no motivated behavior
 Implication:
ensure the presence of motivators
in order to enhance aroused,
energized, goal-directed behavior
C. McClelland’s Needs Theory
(Acquired Needs Theory)
3-Needs Theory.
What are the 3 needs?
– Need for achievement (desire to carry work to
successful completion)
– Need for Power (desire to influence others)
– Need for Affiliation (desire to help others)
Research found that
– salesmen high in NAch sold more policies
than those low in NAch.
– at Pepsi, high NAch led to more success than
high NPowr. In general, the best managers
are high in the NPowr and low in NAff.
Implications: address those individual
needs that are most motivating for
individuals.
II. Process Theories
A. Equity Theory
Derived from cognitive dissonance
- What’s this?
Inconsistency between my
beliefs/feelings and behaviors.
Unfairness (inequity perceptions) 
cognitive dissonance  motivation to
correct
How is equity perceived?
- By comparison to others
You Other
outcomes outcomes salary, benefits, status, time off
inputs inputs effort, educ, training, exp.
What are some methods to reduce
inequity perceptions?

Increase/reduce inputs
Increase/reduce outcomes
Distort inputs/outcomes of self/other
Change relevant other
Greenberg study – pay cut led to stealing;
office size changes led to effort changes
Implications – establish perceptions of
fairness/justice and understand where
inequity perceptions exist.
 B. Goal Setting

Difficult goals  increased performance

up to a point (need to be achievable)
Specific goals  increased performance
Feedback following goals  increased
performance
Participatively set goals  increased
performance
Implications: establish goal setting
procedures e.g. MBO!
C. Expectancy Theory
- Expectancy (E-P link)
Motorola people get 40 hours training/year;
Anderson consulting gives new employees 3
weeks of professional training prior to
starting their jobs. After this, 138 hours per
year!
Instrumentality (P-O link)
Diamond International surveyed and found
that employees were not rewarded for doing
a good job. They instituted the 100 Club to
reward certain levels of performance.
Productivity boosted 14.2%!
Valence; (V – attractiveness)
What are the implications?

1. give employees appropriate training

and encouragement;

2. communicate credible link between

performance and outcome;

3. individual differences must be

considered.
D. Reinforcement Theory
Positive works best
What gets measured gets done
 Team Training
What are objectives and why?
Objective are: learning training for you and your
team, conveying relevant concepts, retain
attention
Today’s exercise was practice (limit cards)
Can use prior classes as a resource
30-35 minutes
Feedback from class