MOTIVATION MODELS Flashcards
Hygiene and Motivational Factors
Frederick Herzberg conducted a study of motivational factors in working life. He believed that job satisfaction and dissatisfaction stem from conditions called motivational factors. Motivational factors include matters that relate to the content of the work, such as achievement, growth, and advancement. Insufficient motivational factors lead to dissatisfaction. Sufficient motivational factors lead to satisfaction.
Herzberg also identified hygiene factors related to the work, such as company policies, salary, and the physical environment. If hygiene factors are insufficient, they cause dissatisfaction. However, even if they are sufficient, they do not lead to satisfaction.
Intrinsic versus Extrinsic Motivation
Daniel Pink published several books about the intrinsic factors that motivate people. He stated that while extrinsic rewards, such as salary, are motivators to a certain extent, once a person is paid fairly for their work, the motivational power of extrinsic rewards ceases to exist. For complicated and challenging work, such as much of the work on projects, intrinsic motivators are far longer lasting and more effective. Pink identifies three types of intrinsic motivators: autonomy, mastery, and purpose:
* Autonomy. Autonomy is the desire to direct one’s own life. This is aligned with being able to determine how, where, and when to accomplish work. Autonomy includes flexible work hours, working from home, and work on self-selecting and self-managing project teams.
* Mastery. Mastery is about being able to improve and excel. The desire to do excellent work, learn, and achieve goals are aspects of mastery.
* Purpose. Purpose speaks to the need to make a difference. Knowing the project vision and how work contributes to achieving that vision allows people to feel like they are making a difference.
Theory of Needs
David McClellan’s model states that all people are driven by needs of achievement, power, and affiliation. The relative strength of each need depends on an individual’s experiences and culture.
* Achievement. People who are motivated by achievement, such as reaching a goal, are motivated by activities and work that is challenging, but reasonable.
* Power. People who are motivated by power like to organize, motivate, and lead others. They are motivated by increased responsibility.
* Affiliation. People who are motivated by affiliation seek acceptance and belonging.
They are motivated by being part of a team.
Theory X, Theory Y, and Theory Z
Douglas McGregor devised the Theory X and Theory Y models, which represent a spectrum of employee motivation and corresponding management styles. This was later expanded to include Theory Z.
* Theory X. The X side of the spectrum assumes individuals work for the sole purpose of income. They are not ambitious or goal oriented. The corresponding management style to motivate these individuals is a hands-on and top-down approach. This management style is often seen in a production or labor-intensive environment, or one with many layers of management.
* Theory Y. The Y side of the spectrum assumes that individuals are intrinsically motivated to do good work. The corresponding management style has a more personal coaching feel. The manager encourages creativity and discussion. This management style is often seen in creative and knowledge worker environments.
* Theory Z. Abraham Maslow saw Theory Z as a transcendent dimension to work where individuals are motivated by self-realization, values, and a higher calling. The optimal management style in this situation is one that cultivates insight and meaning.
William Ouchi’s version of Theory Z focuses on motivating employees by creating a job for life where the focus is on the well-being of employees and their families. This style of management seeks to promote high productivity, morale, and satisfaction.
