2.3 Motivational Theories Flashcards
Key Motivational Strategies
Positive reinforcement/conveying high expectations
Effective discipline (and punishment, when necessary)
Treating individuals fairly
Meeting needs of team members
Establishing work- and team-related goals
Restructuring jobs
Linking rewards to job performance
Motivational Elements
Security
Opportunity for advancement
Challenging work
Team/organizational affiliation/pride
Five motivational theories
Maslow’s Hierarchy of Needs
McClelland’s Three-Factor Theory
Herzberg’s Two-Factor Theory
Reinforcement Theory
Theories X and Y
Maslow’s Hierarchy of Needs
Individuals cannot perform at higher levels of motivation unless and until lower levels on the needs hierarchy are met.
- Phsiological - Food/Sleep/ ect
- Safety - Secutiy of body / employment / resources
- Love / Belonging - Friendship / Family
- Esteem - Confidence / Achievement / Respect
- Self Actualization - Morality / Creativity/ Problem Solving
McClelland’s Three-Factor Theory
Human motivation is composed of three dominant needs: a need for achievement, a need for power, and a need for affiliation.
Individual possesses all three needs, acquired and shaped by both life experiences and cultural background, but generally only one of the needs will be dominant.
Herzberg’s Two-Factor Theory
Theory identifies two types of factors: satisfiers or motivators and dissatisfiers or hygiene factors.
The theory suggests that dissatisfaction or no satisfaction is attributable to external factors, not the job itself.
Motivation is regarded as an inner quality of a person. It isn’t imposed from the outside. It suggests that motivation is an “engine”—people will invest extra effort to push beyond the minimum when the payoff is increased responsibility, autonomy within the work environment, and respect of others.
Herzberg’s Two-Factor Theory: Satisfaction Factors
Achievement
Recognition
Work itself
Level of responsibility
opportunities for advancement
opportunities for personal growth
Herzberg’s Two-Factor Theory: Dissatisfaction Factors
Company policy
Supervision
Relationship with boss/team lead
Working conditions
Salary
Relationship with peers/team members
Reinforcement Theory
Defines motivation as the process of shaping behavior through controlling the consequences associated with it. The key principle of the theory is that “reinforcers” control behavior. Reinforcers may be positive or negative.
Positive reinforcement - rewarding desired behavior
Negative reinforcement - removing an undesirable consequence after a desired behavior is engaged in (Differs from punishment which attempts to decrease the probability of specific behaviors)
Expectancy Theory
Explains the mental processes an individual goes through to make choices and decisions regarding different behavior alternatives.
Individuals are motivated when they are convinced that:
- Putting in the additional effort will improve job performance
- Improved job performance will result in organizational rewards
- The predicted rewards are important to the individual
Expectancy Theory: Four elements
E x I x V = M
Motivational Force (MF) - product of the three perceptions, if any of the values are zero, the value of the whole equation becomes zero.
Expectancy - probability that an individual’s effort will lead to desired performance
Instrumentality - perceived performance-reward relationship
Valence - value the individual personally puts on the rewards
McGregor Theory X
If you feel that your team members dislike their work, have little motivation, need to be watched every minute, and are incapable of being accountable for their work, avoid responsibility and avoid work whenever possible, then you are likely to use an authoritarian style of management.
McGregor Theory Y
Believe that if people are willing to work without supervision, take pride in their work, see it as a challenge, and want to achieve more, they can direct their own efforts, take ownership of their work and do it effectively by themselves. These managers use a decentralized, participative or team management style.
