Chapter 5 MOTIVATION

Motivation and performance Motivation - the force that initiates, directs and sustains behaviour Ability - the capacity of individuals to achieve the tasks they are trying to accomplish Opportunity - the conditions under which motivation and ability are deployed

Basic motivational process Add Figure 5.1 here

Motivation in organizations Motivation explains three important aspects of deliberate behaviour: Direction - the type of activity chosen to be engaged with Effort - the amount of energy expended in relation to a particular activity Persistence - the duration of the behaviour in question, especially in light of difficulties or obstacles

Intrinsic and extrinsic motivation Intrinsic motivation - the impetus for behaviour originates in the performance of the action itself, such as an enjoyable or otherwise satisfying task Extrinsic motivation - the impetus for behaviour originates outside the person and the performed task, it is done as a means to another end

Content theories of motivation Maslow’s hierarchy of needs theory Alderfer’s existence, relatedness and growth theory (ERG) Herzberg’s two-factor theory

Maslow’s hierarchy of needs Individuals have innate needs or wants which they will seek to satisfy Physiological needs Safety needs Social needs Esteem needs Self-actualization needs

Maslow’s hierarchy of needs Hierarchy displays the following properties: A need once satisfied is no longer a motivator A need cannot be effective as a motivator until those before it in the hierarchy have been satisfied If deprived of the source of satisfaction from a lower order need it will again become a motivator There is an innate desire to work up the hierarchy Self-actualization is not like the other needs

Maslow’s hierarchy of needs Figure 5.2

Alderfer’s ERG theory Three-level hierarchy: Existence needs Relatedness needs Growth needs

Herzberg’s two-factor theory Motivators and hygiene factors Hygiene factors if absent cause dissatisfaction Salary Working conditions Job security Level and quality of supervision Company policies and administrative procedures Interpersonal relationships at work Motivators - motivate an individual to improve their work performance Recognition Sense of achievement Responsibility Nature of the work itself Growth Advancement

Comparison of the needs theories Figure 5.3

Satisfaction and Herzberg’s two factors Figure 5.4

Vroom Porter and Lawler expectancy models Process theories Vroom Porter and Lawler expectancy models Adam’s equity theory Locke’s goal theory

Vroom’s expectancy model Figure 5.5

Porter and Lawler expectancy model Figure 5.6

Adam’s equity theory Relative fairness of treatment at work Equity/Inequity Figure 5.7

Locke’s goal setting theory Intentions play a significant part in behavioural patterns Feedback Goal setting needs: Specifics Completion requirement Difficult goal/easy goals Figure 5.8 SMART objectives

BEHAVIOURIST THEORIES Pavlov and classical conditioning Skinner and operant conditioning

Pavlov and classical conditioning Figure 5.9

The four central processes used in operant conditioning Figure 5.10

RECENT CONTRIBUTIONS TO WORK MOTIVATION Bandura’s Social-Cognitive Theory Important aspects of this theory include: the notion of vicarious learning dynamics of self-control (absent from behaviouristic views of behaviour) the concept of self-efficacy Self-Determination Theory distinguishes between: autonomous motivation (where behaviour is based on volition and active choice) controlled motivation (where behaviour is based on external consequences determined by decisions or dynamics outside the person)

Continuum of self-determination according to SDT Table 5.1