1. Work Motivation

2. 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

3. 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

4. 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

5. 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

6. 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

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

8. 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

9. 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

11. 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

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