4- Motivation Flashcards
Motivation definition
Directs, energises and sustains behaviour (Steers and Porter, 1979).
3 components of motivation
1) Direction
2) Effort
3) Persistance
Importance of motivation in the workplace?
- Motivation is not the only determinant of job performance but it matters.
- Zhao and Chadwick (2014) show that motivation to develop new products is a stronger predictor of companies’ success in doing so than the capabilities of the staff.
Current theories of motivation
What motivates human behaviour at work.
Process theories of motivation
How the content of motivation influences behaviour.
3 Common Sense approaches to motivation
- X theory
- Y theory
- Social theory
X theory (McGregor, 1960)
People cannot be trusted and are lazy. People need to be motivated by financial incentives and threats of punishment. People will pursue goals in conflict with the organisation.
Y theory (McGregor, 1960)
People seek independance, self-development and creativity in their work. They are moral and responsible beings who, if treated as such, will strive for the good of their work organisation.
Social theory (Schein, 1988)
A person’s behaviour is influenced most fundamentally by social interactions which can determine their sense of identity.
Which common sense theory is most associated with physical industries?
X theory
Problems with common sense theories?
They contradict each other and this shows the need for need theories.
Need/content theories
Need theories are based on the idea that there are psychological needs, probably of biological origin, that lie behind human behaviour.
We behave in ways to satisfy our needs.
Need theories and managers
- Managers should learn what employees
perceive to be their needs – and address them - Different ideas:
– Once a need is met, it no longer motivates OR
– Meeting a need places more attention on it – and it still motivates
The different needs theories
- Hierarchy of Needs (Maslow, 1943)
- Motivational Needs (McClelland, 1961)
- Two-factor theory (Herzberg, 1964)
- ERG theory (Alderfer, 1969)
Hierarchy of Needs (Maslow, 1943)
- Self Actualisation
- Esteem Needs
- Social needs
- Safety Needs
- Physiological Needs
Hierarchy of Needs (Maslow, 1943) explanation
- People are driven by fundamental needs, which influence behaviour
- Needs are hierarchically structured
- Lower needs need to be satisfied first, before higher needs can be approached
Hierarchy of Needs (Maslow, 1943) examples of each level
- Self Actualisation- Creative and
challenging job tasks - Esteem Needs- Responsibility and
recognition – respect - Social needs- Formation of cohesive
work teams - Safety Needs- Work practices, health
and safety, pensions - Physiological Needs- Money! + overall work conditions
Problems with Maslow theory?
- When are physiological needs satisfied?
- Do all people have the same needs?
- Little empirical evidence
- Unclear how one need activates another
- Can people go down the hierarchy?
Herzberg 2 factor theory (1966)
- Job satisfaction and dissatisfaction are independently caused.
- Improving removes dissatisfaction but doesn’t necessarily add to satisfaction.
- Improving – job enrichment –causes job
satisfaction and motivates
Motivational needs (McClelland, 1961)
- Explains how the need for achievement, power, and affiliation affect the actions of people
- nAchievement: derive satisfaction from mastering tasks in achievement-related situations, have high internal standards of
excellence - nAffiliation: motivated by social contact and working with other people,
want to be accepted by others, prefer collaboration over competition - nPower: strive for status & holding positions of power in groups or in
society, derive pleasure from having impact on others - nAchievement relates to career success (Spangler, 1992)
Process theories of motivation
- Goal-setting theory (Locke & Latham, 1990)
- Expectancy theory (Vroom, 1964)
- Equity theory (Adams, 1969)
- Self-determination theory (Ryan & Deci, 2000)
Goal-setting theory (Locke & Latham, 1990)
- Goal is what a person tries to
accomplish
– Goals must be specific and difficult
for high performance results
Goals provide direction, release
energy, enhance persistency,
and enable the search for
alternative strategies for action
Empirical evidence for goal setting
theory
- The most consistently supported theory of motivation
- Offers a clear approach to organisations to be used in
different contexts (e.g. appraisal)
Criticism of goal setting theory (Locke and Latham, 2002)
– Task performance only?
– Conflicting goals?
– Quantity vs. quality?
– Static view of motivation, ie one moment in time
– Where do goals come from?
Difference between content/needs and process theories of motivation?
Content theories focus on “what” motivates, whereas process theories concentrate on “how” the content of
motivation influences behaviour.
