2. Motivation

Question 1

What is motivation?

Answer 1

Motivation is the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.

Question 2

Explain intensity, direction and persistence of effort?

Answer 2

intensity: how hard a person tries

direction: effort is channeled in a direction that benefits the organization

persistence: how long a person can maintain effort

Question 3

What are the two kinds of motivational theories?

Answer 3

Content theories
Process theories

Question 4

What are the content theories of motivation?

Answer 4

Maslows Hierarchy of Needs
Herbergs two factor theory
Extrinsic vs. intrinsic factors
Job Characteristic Model (JCM)
McClelland’s Theory of Needs

Question 5

What are process theories?

Answer 5

Vrooms Expectancy Theory
Equity Theory (Adam’s)
Goal Setting Theory

Question 6

What is the Maslows Hierarchy of Needs?

Answer 6

Maslow’s hierarchy of needs is a psychological theory proposed by Abraham Maslow in 1943, which outlines a five-tier model of human needs, often depicted as a pyramid. This model is designed to explain the motivation behind human behavior and the pursuit of fulfillment.

Structure includes:
Self actualization
Esteem
Love/belonging
Safety
Physiological

Question 7

How can Maslows hierarchy of needs be used to improve employee motivation

Answer 7

Physiological Needs: Competitive salary, good work environment

Safety: Job security, Transparent communication

Social needs: encouraging teamwork, recognition programs

Esteem needs: opportunities for advancement, encourage autonomy

Self actualization: challenging projects, continuous learning

Question 8

Define Herzbergs 2 factor theory?

Answer 8

It is a foundational concept in understanding employee motivation and job satisfaction. The theory posits that workplace factors can be categorized into two distinct groups: hygiene factors and motivators.

Question 9

What are hygiene factors?

Answer 9

Hygiene factors are essential elements that prevent dissatisfaction but do not necessarily lead to higher satisfaction when present.

These factors are extrinsic to the job and include:

Salary: Adequate compensation is crucial for preventing dissatisfaction.

Working Conditions: A safe and comfortable work environment is necessary.

Company Policies: Fair and clear policies contribute to employee contentment.

Job Security: Assurance of continued employment helps alleviate anxiety.

Relationships with Colleagues: Positive interactions with coworkers can reduce dissatisfaction.

The absence or inadequacy of hygiene factors can lead to feelings of dissatisfaction among employees, even if motivators are present

Question 10

What are motivators?

Answer 10

Motivators are intrinsic factors that drive employees to achieve higher levels of satisfaction and performance. These include:

Achievement: The sense of accomplishment from completing tasks successfully.

Recognition: Acknowledgment of an employee’s contributions and successes.

Responsibility: Opportunities to take on more significant roles or tasks.

Advancement: Potential for career growth and development.

The Work Itself: Engaging and meaningful work that aligns with personal interests.

When motivators are present, they can lead to increased job satisfaction and motivation, fostering a more productive work environment

Question 11

Explain Extrinsic and Intrinsic Factors

Answer 11

Extrinsic and intrinsic factors are key concepts that describe different sources of motivation and influences on behavior. These factors are relevant in various contexts, including psychology, health, and organizational behavior.

Question 12

Explain intrinsic factors?

Answer 12

Intrinsic factors refer to motivations or influences that originate from within an individual. They are driven by personal satisfaction, interest, or internal rewards.

• Personal Fulfillment
• Psychological Needs
• Long-Term Engagement

Question 13

Explain extrinsic factors?

Answer 13

Extrinsic factors refer to motivations or influences that come from external sources. These can include tangible rewards or the avoidance of negative outcomes.

• External rewards
• Avoidance of punishment
• Short-Term Compliance

Question 14

What is the Job Characteristic Model (JCM)

Answer 14

Job-design strategy for enhancing job content by building into it more motivating potential.

● Expanding on the work of Frederick Herzberg, Richard Hackman
and Greg Oldham provide an explicit framework for enriching jobs.

● The model specifies that enriching certain elements of jobs alters people’s psychological states in a manner that enhances their work effectiveness.

● 5 core job characteristics - Skill Variety, Task Identity, Task Significance, Autonomy, Feedback

Question 15

What is McClelland’s Theory of Needs

Answer 15

David McClelland’s Theory of Needs, also known as the Three Needs Theory, is a psychological framework that identifies three primary types of human motivation: achievement, affiliation, and power.

Question 16

What are the three needs stated in McClelland’s Theory

Answer 16

Need for Achievement (nAch): excel or achieve
Need for Affiliation (nAff): friendly relations
Need for Power (nPow): influence others

Question 17

Explain need for achievement?

Answer 17

● Conscientiousness with dependability, but the person is not necessarily
being high in integrity.
● Wanting to take personal responsibility for solving problems.
● Goal oriented and set moderate, realistic, and attainable goals.
● Seek challenge, excellence, and individuality;
● Take calculated, moderate risk;
● Desire concrete feedback on their performance;
● Work hard.
● There is evidence of a correlation between high achievement need and
high performance in the general population.

● Motivating employees with a high nAch.
○ Give them nonroutine, challenging tasks with clear, attainable
objectives.
○ Give them fast and frequent feedback on their performance.
○ Continually give them increased responsibility for doing new
things.
○ Keep out of their way.

Question 18

Explain need for power

Answer 18

● Surgency
● Wanting to control the situation
● Wanting influence or control over others
● Enjoying competition in which they can win (they don’t like to lose)
● Being willing to confront others
● Seeking positions of authority and status.
● They tend to be ambitious and have a lower need for affiliation and
agreeableness.
● They are attuned to power and politics as essential for successful
leadership, and they tend to seek management positions.

● Motivating employees with a high nPow.
○ Let them plan and control their jobs as much as possible.
○ Try to include them in decision making, especially when they
are affected by the decision.
○ They often make good managers (personalized vs. socialized
power)
○ Try to assign them to a whole task rather than just part of a
task.

Question 19

Explain need for affiliation?

Answer 19

● Agreeableness - sociability/sensitivity and often high Emotional
Intelligence.
● Seeking close relationships with others
● Wanting to be liked by others
● Enjoying lots of social activities
● Seeking to belong - so they join groups and organizations.
● More concerned about what others think of them than about getting their
own way (influencing others).
● High nAff tend to have a low nPow; they tend to avoid management
because they like to be one of the group rather than its leader.

● Motivating employees with a high nAff.
○ Be sure to let them work as part of a team.
○ They derive satisfaction from the people they work with rather
than the task itself.
○ Give them lots of praise and recognition.
○ Delegate responsibility for orienting and training new
employees to them.
○ They make great buddies and mentors.

Question 20

Explain Vroom’s Expectancy Theory

Answer 20

Vroom’s Expectancy Theory is a psychological framework that explains how individual motivation is influenced by their expectations of outcomes based on their efforts. Developed by Victor Vroom in the 1960s, the theory posits that motivation is a product of three key components: Expectancy, Instrumentality, and Valence.

Each of these elements plays a crucial role in determining whether an individual will be motivated to exert effort toward achieving a specific goal.

Question 21

Explain the equity theory?

Answer 21

● Equity theory states that fair procedures in an organizational context
enhance motivation
● A feeling of inequity causes tension
● The presence of inequity therefore motivates the person to remove or
to reduce the level of tension and the perceived inequity.
● The magnitude of perceived inequity determines the level of tension.
● The level of tension created determines the strength of motivation.
● The higher an individual’s perception of equity, the more motivated they
will be, and vice versa - if someone perceives an unfair environment,
they will be demotivated.

Question 22

Explain Locke and Latham goal setting theory

Answer 22

Locke and Latham’s Goal Setting Theory is a psychological framework that emphasizes the importance of setting specific, challenging goals to enhance motivation and performance. Developed by psychologists Edwin Locke and Gary Latham in the late 1960s, this theory identifies five key principles that contribute to effective goal setting.
- Clarity
- Challenge
- Complexity
- Commitment
- Feedback

Question 23

What are the characteristics of the goals?

Answer 23

Specific goals
Challenging goals

Question 24

What factors influence how goals lead to high performance?

Answer 24

Ability
Goal commitment
Feedback
Resources
Self-efficacy
Task complexity