4e Nelson/Quick ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 5 Motivation at Work

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Outcomes  Define motivation and articulate different views of how individuals are motivated at work  Explain Maslow’s hierarchy of needs and its two main modifications  Discuss how the needs for achievement, power, and affiliation influence an individual’s behavior in the workplace 2

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Outcomes  Describe the two-factor theory of motivation  Explain two new ideas in human motivation  Describe the role of inequity in motivation  Describe the expectancy theory of motivation  Describe the cultural differences in motivation 3

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Motivation  Arousing and sustaining goal-directed behavior  Classification of theories  Internal - Focus on variables within the individual that lead to motivation and behavior  Process - Emphasize the nature of interaction between the individual and the environment  External - Focus on the elements in the environment to explain people’s work behavior 4

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Figure Human Needs, Theory X, and Theory Y © Cengage Learning

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Theory X and Theory Y Theory X Set of assumptions on how to manage individuals who are motivated by lower order needs Theory Y Set of assumptions on how to manage individuals who are motivated by higher order needs 6

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Alderfer’s ERG Theory  Organizes human needs into the categories of existence, relatedness, and growth  Existence need - Physiological and physical safety needs  Relatedness need - Interpersonal safety, love, and interpersonal esteem needs  Growth need - Self-actualization and self-esteem needs 7

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Progression and Regression Hypothesis Moving ahead to a higher level of need when one level of need is met Feature of Maslow’s need hierarchy theory Progression hypothesis Going back to the next lower level of needs when frustrated by the inability to meet needs at the next higher level Feature of ERG theory Regression hypothesis 8

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. McClelland’s Theory  Manifest needs: Learned or acquired needs that are easily perceived  Achievement  Power  Affiliation 9

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Figure Need Theories of Motivation © Cengage Learning

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Herzberg’s Two-Factor Theory 11 Hygiene factors Motivation factors Both are work conditions, but each addresses a different part of an employee’s experience

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. New Ideas: Eustress, Strength, and Hope  Stress - Energy experienced when confronted with a difficult situation  Eustress: Healthy, normal stress that leads one to:  Invest in strengths  Find meaning in work  Display courage and principled action  Draw on positive emotions at work  Be optimistic 12

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. New Ideas: Positive Energy and Full Engagement  To balance the power of full engagement, individuals should:  Manage energy  Disengage from certain activities  Individuals are activated by their own physical, emotional, mental, and spiritual energy  Energy recovery is important in overall performance 13

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Social Exchange and Equity Theory  Equity theory - Focuses on the interaction between an individual and the environment  Concerned with the social processes that influence motivation and behavior  Categories of exchange relationships  Committed - High positive intensity  Calculated - Low positive or negative intensity  Alienated - High negative intensity 14

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Adams’s Theory of Inequity  People are motivated when they find themselves in situations of inequity  Inequity: Situation in which a person perceives that he or she is receiving less than he or she is giving and vice versa 15

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Figure Equity and Inequity at Work © Cengage Learning

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Expectancy Theory  Explains motivation in terms of an individual’s perception of the performance process  Assumptions  People expect certain outcomes of behavior and performance  People believe there is a correlation between the effort they put forth, the performance they achieve, and the outcomes they receive 17

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Figure An Expectancy Model for Motivation © Cengage Learning

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Cultural Differences  Most motivation theories in use today have been developed by and about Americans  Motivational theories cannot be universalized 19