MOTIVATION

appreciation for the importance of motivating organization members
4. An understanding of

various motivation strategies

to behave in a way that ensures the accomplishment of

some goal.
Therefore, it explains why people act as they do.


Two types of theories:
Process theories explain how people are motivated
Content theories emphasize people’s internal characteristics

theory

employees. If the reward is not relevant to employee’s needs,

the employee will not be motivated

X

(like needs-goal theory), BUT
Add motivation strength – degree of desire

to perform a behavior

fairness of an employment situation
How perceived inequities lead to changes

in behavior

Employees evaluate their treatment relative to the treatment of others
Inputs: Employee contributions to their jobs
Outputs: What employees receive in return

To right the inequity some will :
1. Change their work inputs
2. Try to change the compensation
3. Try to change their own perception
4. Leave the situation

but it is consistent with the three theories.
1) Felt need

causes human behavior (needs-goal)
2) Effort to satisfy the need depends on value of the reward and probability that the reward will be given (Vroom’s motivational strength)
3) The motivation process

Theory

McClelland’s needs theory

priority over higher level needs:
Existence: Physiological and safety needs
Relatedness:

Social and external esteem needs
Growth: Self-actualization and internal esteem needs
Difference from Maslow (textbook):
Only three levels of needs
Ability to pursue higher level needs before lower-level needs are satisfied
Frustration-regression principle – can go down the hierarchy
Difference from Maslow (management literature):
Allows for different levels of needs to be pursued simultaneously.
Allows the order of the needs be different for different people.
Acknowledges that if a higher level need remains unfulfilled, the person may regress to lower level needs that appear easier to satisfy. This is known as the frustration-regression principle.

Need for achievement (nAch) – the desire to do something

better or more efficiently than it has ever been done before
2. Need for power (nPower) – the desire to control, influence, or be responsible for others
3. Need for affiliation (nAff) – the desire to maintain close, friendly, personal relationships

Our life experiences determine which of these needs will be highly developed and therefore dominate the personality

Design

Behavior Modification

belonging

who believe that people are inherently uncooperative and must be

constantly punished or rewarded,
Theory Y managers who believe that people are naturally responsible and self-motivated to be productive.

job to job
Job Enlargement – increase the number of job

operations
Job Enrichment
Herzberg’s two-factor theory of motivation
Job Enrichment and Productivity
Modified Work Schedules
Work share programs
Flextime
Telecommuting / Virtual office

and virtual offices