Motivation and Content Theory

Question 1

Define MOTIVATION

Answer 1

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

Question 2

What is the basic motivation model?

Answer 2

1. Needs or expectations. 
Results in...
2. Driving force (behaviour or action) 
To achieve... 
3. Desired goals
Which provide...
4. Fulfilment

Question 3

What are the key elements of motivation?

Answer 3

• Intensity - concerned with how hard the person tries
• Direction - the orientation that benefits the organisation
• Persistence - a measure of how long a person can maintain his or her efforts

Question 4

What are the possible sources of motivation?

Answer 4

1. Intrinsic, where work itself is the motivation
2. Extrinsic, where external factors or consequences motivate an individual. These may be the possibility of a reward or a threat.

Question 5

Define CONTENT THEORIES

Answer 5

Content theories focus on individual needs - physiological or psychological deficiencies that we feel a compulsion to reduce or eliminate. Emphasis on motivation of individuals.

Question 6

What are the different types of content theory?

Answer 6

Maslow’s hierarchy of needs; the ERG theory; McGregor’s theory X and Y; Herberg’s two factor theory; McCellend’s theory of needs.

Question 7

Describe Maslow’s hierarchy of needs model

Answer 7

Maslow believed that people have a variety of needs that motivate them and people are motivated to meet the basic (lower level) needs before high level needs are pursued. An individual cannot move to satisfy higher levels until lower levels have been met.
Higher order needs: self actualisation, esteem
Lower order needs: social, safety, phsiological

Question 8

Describe the ERG theory

Answer 8

Alderfer modified Maslow’s theory. The levels in the hierarchy became:

1. Existence - desires for physiological and material well being
2. Relatedness - desires for satisfying interpersonal relationships
3. Growth - desires for continued personal growth and development

Question 9

Describe McGregor’s theory X and theory Y

Answer 9

McGregor stated that managers in the workplace adopted either theory X or Theory Y.

1. Theory X assumptions are negative. The average person dislikes work and will avoid it wherever possible, meaning they must be coerced, controlled or threatened with punishment to force them to put effort into the achievement of organisational objectives. The average person has little ambition and prefers to be directed.
2. Theory Y assumptions are basically positive. Work is as natural as play or rest. People will exercise self control and self-direction towards goals they are committed to. The average person learns to accept and then seek out responsibility. In work, most organisations only partially use the skills of their employees (i.e. they are not used to their full potential).

Question 10

Describe Herzberg’s two factor theory

Answer 10

Herzberg believe that factors of motivation could be divided down into hygiene factors and motivators.

Question 11

Define HYGIENE FACTORS

Answer 11

Hygiene factors are factors that could lead to dissatisfaction if not met but do not directly increase motivation levels. Examples are:

• organisational policies
• quality of supervision
• working conditions
• co-worker relationships
• status and security
• base wage or salary

Question 12

Define MOTIVATORS

Answer 12

Motivators are factors that directly increase motivation levels and encourage employees to work harder. Examples are:

• achievement
• recognition
• work itself
• responsibility
• advancement
• growth

Question 13

Describe McCellend’s theory of needs

Answer 13

McCelland built on Maslow’s hierarchy theory. He identified 3 motivators he believed we all had: a need for achievement, a need for affiliation and a need for power.
1. The need for achievement - likes to receive feedback, prefers achievement over financial rewards, prefers to work alone, good leaders and entrepreneurs.
2. The need for affiliation - wants friendly relationships with employees/coworkers, wants to be liked by others, people focused, but poor leaders, motivating by working in a team
3. The need for power - wants to control and influence others, wants to be effective, wants to make an impact, wants to win arguments, has a lack of flexibility and are therefore poor leaders.
High need for power and low need for affiliation is related to managerial success.