Work Motivation

Work Motivation Definition Internal State that directs individuals to certain goals and objectives Not directly observable Inferred from behavior variability in behavior is not result of differences in ability situational (environmental) factors

Work Motivation Theories of Work Motivation Internal (Content) Theories Identify factors within an individual that energize, direct, sustain, and stop behavior. External (Process) Theories Describe how personal and situational (environmental) factors interact and influence each other to produce certain kinds of behavior

MASLOW’S HIERARCHY OF NEEDS ACTUALIZATION ESTEEM SOCIAL Physiologic air, water, food Safety shelter, freedom from threat and danger (ex. Hurricane) Social being with others Self-esteem self-confidence, recognition, respect from one’s peers Self-actualization realizing ones full potential SAFETY PHYSICAL

McClelland’s Learned Needs Need for Achievement a need to accomplish goals, excel, and strive continually to do things better. Need for Affiliation desire for friendly and close interpersonal relationships affiliative interest affiliative assurance Need for Power the need to influence and lead others and be in control of one’s environment socialized power personalized power N-Ach take personal responsibility for success or failure like taking moderate risks like to work alone like receiving immediate, concrete feedback on performance N-Aff prefer cooperative to competitive situations seek relationships involving high degree of mutual understanding Affiliative interest do not sacrifice goal-oriented behavior for relationships Affiliative assurance avoiding rejection, obtaining assurance about security of relationships N-Power Socialized power power used for the good of others Personalized power power used with little inhibition and self-control. Concerned with personal dominance

Equity Theory We are motivated by perceived inequity (unfairness) Perceived inequity creates a state of “unpleasant” tension that we are motivated to reduce How do we perceive inequity (unfairness)? According to Adams, inequity is perceived when our perception of the ratio of our Inputs to Outputs is different from that of a comparison other . An example: Larry Moe Curly z our perception To restore fairness reduce one’s contributions or demand larger rewards engage in covert actions such as employee theft change perceptions about fairness “I guess they must deserve it more” Inputs – amount of work, KSAs, experience Outputs – pay, promotions, perqs

Reducing Inequity Change your inputs Change your outputs Change your comparison other Alter your perceptions

Expectancy Theory Valence - attractiveness of the outcomes to employees Instrumentality - strength of belief that performance results in outcome attainment Job outcomes (e.g., pay, promotions) Expectancy - strength of belief that effort will result in successful performance

Expectancy Theory (Vroom, 1964) Five Components Job outcomes (e.g., pay, promotions) Valence - attractiveness of the outcomes to employees Instrumentality - strength of belief that performance results in outcome attainment Expectancy - strength of belief that effort will result in successful performance Force - amount of pressure within the person to be motivated

Goal Setting Theory Function of Goals basis of motivation direct behavior For goals to be effective individuals must be aware of goals must accept the goals Factors that influence effectiveness of goal setting goals must be specific goals should be difficult but attainable

Herzberg’s Two Factor Theory Hygiene Factors salary company policy physical facilities administration working conditions co-worker relations Motivators challenge autonomy advancement recognition