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Basic
Motivation Concepts
Direction
Intensity Persistence
Motivation
The processes that account for an individual’s
intensity, direction, and persistence of effort toward
attaining a goal.
Key Elements
1. Intensity: how hard a person tries
2. Direction: toward beneficial goal
3. Persistence: how long a person can
maintain his/her effort.
Needs Hierarchy
Theory
Esteem
Social
Safety
Physiological
E X H I B I T 6–1
Avoiding Responsibility
Self-Directed
Theory Y
Enjoying Work
Managers See Workers As…
Accepting Responsibility
© 2007 Prentice Hall Inc. All rights reserved.
Theory X’s Assumptions
Theory X:
Employees inherently dislike work & whenever
possible, will attempt to avoid it.
Since employees dislike work, they must be
compelled/forced, controlled, or threatened with
punishment to achieve goals.
Employees will avoid responsibilities & seek
formal direction whenever possible.
Most workers place security above all other
factors associated with work & will display little
ambition.
Factors characterizing
events on the job that led to
extreme job dissatisfaction
Factors characterizing
events on the job that
led to extreme job
satisfaction
Source: Reprinted by permission of Harvard Business Review. An exhibit from One More Time:
How Do You Motivate Employees? by Frederick Herzberg, September–October 1987. Copyright E X H I B I T 6–2
© 1987 by the President and Fellows of Harvard College: All rights reserved.
© 2007 Prentice Hall Inc. All rights reserved.
Two-Factor Theory …. continued
Traditional belief – opposite of “satisfaction” is
“dissatisfaction”.
According to Herzberg; opposite of “satisfaction”
is “no satisfaction” & the opposite of
“Dissatisfaction” is “ not Dissatisfaction”
But according to Herzberg removing dissatisfying
characteristics from a job does not necessarily
make the job satisfying.
Factors leading to job satisfaction are separate &
distinct from those that lead to job
dissatisfaction.
Thus managers who seek to eliminate factors that
can create job dissatisfaction may bring about
peace but not necessarily motivation.
© 2007 Prentice Hall Inc. All rights reserved.
Contrasting Views of Satisfaction and
Dissatisfaction
E X H I B I T 6–3
E X H I B I T 6–5
Goal Specificity
Challenge
Feedback
YES WE CAN!
Assumptions:
•Behavior is environmentally caused.
•Behavior can be modified (reinforced) by
providing (controlling) consequences.
•Reinforced behavior tends to be repeated.
Equity Theory
Individuals compare their job inputs and outcomes
with those of others and then respond to eliminate
any inequities.
Referent
Comparisons:
Self-inside
Self-outside
Other-inside
Other-outside
E X H I B I T 6–8
Inter-actional Justice
The degree to which one is treated
with dignity and respect.
“Was I treated well?”
© 2007 Prentice Hall Inc. All rights reserved.
Justice and Equity Theory
EXHIBIT
Bottom line
• All three links between the boxes must be intact or
motivation will not occur. Thus,
• Individuals must feel that if they try, they can perform
And
• If they perform, they will be rewarded
And
• When they are rewarded, the reward will be something
they care about
© 2007 Prentice Hall Inc. All rights reserved.
Chapter Check-Up: Motivation
Expectancy Theory.
Would a gym membership
be considered a motivator
or hygiene factor,
according to Herzberg?
Discuss with a classmate.
E X H I B I T 6–4
Adequate self-efficacy
Task characteristics, (simple, well-learned)
National culture