John M. Ivancevich Michael T. Matteson Chapter 4 Motivation John M. Ivancevich Michael T. Matteson Slides Prepared by Bruce R. Barringer University of Central Florida

Learning Objectives Slide 1 of 2 Describe the three distinct components of motivation. Identify the need levels in Maslow’s hierarchy. Explain Alderfer’s ERG Theory. Compare motivators with hygiene factors. © McGraw-Hill Companies, Inc., 1999

Learning Objectives Slide 2 of 2 Discuss the factors that reflect a high need for achievement. Define the key terms in expectancy theory. Distinguish between inputs and outputs in equity theory. Identify the key steps in goal setting. Describe the concept of the psychological contract. © McGraw-Hill Companies, Inc., 1999

Exhibit 4.1: Determinants of Job Performance Willingness to perform Job performance Capacity to perform Opportunity to perform © McGraw-Hill Companies, Inc., 1999

Content Approaches to Motivation Focus of Content Approaches The content theories of motivation focus on the factors within the person that energize, direct, sustain, and stop behavior. Important Content Approaches Maslow’s Need Hierarchy Alderfer’s ERG Theory Herzberg’s Two-Factory Theory McClelland’s Learned Needs Theory © McGraw-Hill Companies, Inc., 1999

Exhibit 4.2: The Motivational Process: An Initial Model I. Need deficiencies VI. Need deficiencies reassessed by the employee II. Search for ways to satisfy needs V. Rewards or punishments III. Goal-directed behavior IV. Performance © McGraw-Hill Companies, Inc., 1999

Maslow’s Need Hierarchy Description of Theory The crux of Maslow’s theory is that needs are arranged in hierarchy. The lowest-level needs are the physiological needs, and the highest-level needs are the self-actualization needs. Maslow’s Needs Physiological, safety and security, belongingness, social, and love, esteem, and self-actualization. © McGraw-Hill Companies, Inc., 1999

Exhibit 4.4: Maslow’s Need Hierarchy Related to the Job Self- Actualization Esteem Belongingness, Social, and Love Safety and Security Physiological © McGraw-Hill Companies, Inc., 1999

Alderfer’s Hierarchy of Needs © McGraw-Hill Companies, Inc., 1999 Alderfer’s ERG Theory Alderfer’s Hierarchy of Needs 1. Existence: Need satisfied by such factors as food, pay, and working conditions. 2. Relatedness: Needs satisfied by meaningful social and interpersonal relationships. 3. Growth: Needs satisfied by an individual making creative or productive contributions. © McGraw-Hill Companies, Inc., 1999

Herzberg’s Two-Factor Theory Slide 1 of 3 Herzberg’s Two Factors Hygiene factors and motivator factors. Explanation of Two Factors Hygiene factors: First, there is a set of extrinsic conditions, the job context, which results in dissatisfaction among employees when the conditions are not present. If these factors are present, this does not necessarily motivate employees. © McGraw-Hill Companies, Inc., 1999

Herzberg’s Two-Factor Theory Slide 2 of 3 Herzberg’s Two Factors (continued) Motivator factors: Second, a set of intrinsic conditions-the job content- when present in the job, builds strong levels of motivation that can result in good job performance. If these conditions are not present, they do not prove highly satisfying. © McGraw-Hill Companies, Inc., 1999

Herzberg’s Two-Factor Theory Slide 3 of 3 Examples of Hygiene Factors and Motivator Factors Hygiene Factors Motivator Factors 1. Salary 2. Job security 3. Working conditions 4. Status 5. Company procedures 6. Quality of technical supervision 1. Achievement 2. Recognition 3. Responsibility 4. Advancement 5. The work itself 6. The possibility of growth © McGraw-Hill Companies, Inc., 1999

Exhibit 4.5: Traditional Versus Herzberg View of Job Satisfaction Traditional Theory High job satisfaction High job dissatisfaction Herzberg’s Theory High job satisfaction Low job satisfaction High job dissatisfaction Low job dissatisfaction © McGraw-Hill Companies, Inc., 1999

McClelland’s Learned Needs Theory Description of Theory McClelland believed that many needs are acquired from the culture. Three of these learned needs are: Need for achievement (n Ach) Need for affiliation (n Aff) Need for power (n Pow) © McGraw-Hill Companies, Inc., 1999

© McGraw-Hill Companies, Inc., 1999 Exhibit 4.6: A Graphic Comparison of Four Content Approaches to Motivation Maslow Herzberg Alderfer McClelland Self-actualization The work itself - Responsibility - Advancement - Growth Growth Need for achievement Higher order needs Esteem Motivators Need for power Belongingness, social, and love Achievement Recognition Relatedness Need for affiliation Quality of inter-personal relations among peers, with supervisors Safety and security Basic needs Hygiene conditions Existence Physiological Job security Salary © McGraw-Hill Companies, Inc., 1999

Expectancy Theory Slide 1 of 3 Developed by Victor Vroom, expectancy theory defines motivation as a process governing choices among alternative forms of voluntary activity. The components of expectancy theory are instrumentalities, valences, and expectancies. © McGraw-Hill Companies, Inc., 1999

Expectancy Theory Slide 2 of 3 Instrumentality Refers to the strength of a person’s belief that attainment of a particular outcome will lead to (be instrumental in) attaining one or more second-level outcomes. Valence Refers to the preferences for outcomes as seen by the individual. © McGraw-Hill Companies, Inc., 1999

Expectancy Theory Slide 3 of 3 Refers to the individual’s belief regarding the likelihood or subjective probability that a particular behavior will be followed by a particular outcome, and is more easily thought of as a single-probability statement. © McGraw-Hill Companies, Inc., 1999

Exhibit 4.7: Expectancy Theory Perceived probability of receiving an outcome, given performance Second-level outcomes Perceived probability of successful performance, given effort First-level outcomes Second-level outcomes Second-level outcomes First-level outcomes Effort Performance Second-level outcomes Second-level outcomes First-level outcomes Second-level outcomes © McGraw-Hill Companies, Inc., 1999

© McGraw-Hill Companies, Inc., 1999 Equity Theory Defined The essence of equity theory is that employees compare their efforts and rewards with those of others in similar situations. © McGraw-Hill Companies, Inc., 1999

Exhibit 4.9: The Equity Theory of Motivation A person (P) with certain inputs (I) and receiving certain outcomes (O) A reference person’s (RP) inputs (I) and outcomes (O) Compares his or her input-output ratio to reference person and perceives ORP IRP OP IP = < > equity inequity or © McGraw-Hill Companies, Inc., 1999

© McGraw-Hill Companies, Inc., 1999 Goal Setting Defined Goal setting as a theory of motivation suggests that an individual’s conscious goals and intentions are the primary determinants of behavior. © McGraw-Hill Companies, Inc., 1999

Exhibit 4.10: Goal-Setting as Applied to Organizations Diagnosis for goal-setting readiness Preparation for goal-setting Implementation - Goal-setting attributes - Intermediate review - Final review Core steps © McGraw-Hill Companies, Inc., 1999

Motivation and the Psychological Contract Exchange theory suggests that members of an organization engage in reasonable predictable give-and-take relationships with each other. Psychological Contract © McGraw-Hill Companies, Inc., 1999