1. Chapter 12
Motivation

2. Learning Objectives After reading this chapter, you should be able to:
Differentiate between extrinsic and intrinsic motivation.
Describe the need theories of motivation and their implications for managing.
Generate steps that can be taken to improve performance by applying the various process models of motivation.
Apply reinforcement principles to manage performance.
Identify causes of low performance and how they could be improved using the expectancy model.
Understand the basic approaches to motivation.
Identify features of job design that can affect worker motivation.
Apply the job characteristics model to link job design to motivation.

3. Motivation Categories of Theories: Types of Motivation:
Content theories of motivation seek to understand what underlies and drives motivation
Process theories of motivation seek to understand what steps can be taken to improve and maintain motivation
Types of Motivation:
Intrinsic motivation- comes from the personal satisfaction of the work itself
Extrinsic motivation – comes from the rewards that are linked to job performance, such as a paycheck

4. Content View of Motivation
Maslow’s Hierarchy of Needs
Alderfer’s ERG Theory
McClelland’s Need Theory
Herzberg’s Two-Factor Theory

5. Maslow’s Hierarchy of Needs Self-actualization Esteem Needs
Social Needs
Safety Needs
Physiological Needs

6. Alderfer’s ERG Theory
Growth
Relationships
Existence

7. Herzberg’s Two-Factor Theory
Hygiene Factors
Motivational Factors
Quality of supervision
Rate of pay
Company policies
Working conditions
Relations with others
Job security
Career Advancement
Personal growth
Recognition
Responsibility
Achievement
High
Job Dissatisfaction
Job Satisfaction
High

8. McClelland’s Needs Theory Need for Achievement Need for Power Need for
(nAch)
McClelland’s
Needs
Theory
Need for
Power
(nPow)
Need for
Affiliation
(nAff)

9. Process View of Motivation
Goal-Setting Theory
Equity Theory
Reinforcement Theory
Expectancy Theory

10. Goal-Setting Theory Effective Goals are: Accepted by employees
Challenging and realistic
Specific, quantifiable, and measurable

11. MBO: Cascading of Objectives
Organizational
Objectives
The XYZ Company
Divisional
Objectives
Consumer Products
Industrial Products
Departmental
Objectives
Production
Sales
Customer
Service
Marketing
Research
Development
Individual
Objectives

12. Fairness is achieved when the ratios are equivalent.
Equity Theory
Personal Outcomes
Others’ Outcomes
versus
Inputs
Inputs
Fairness is achieved when the ratios are equivalent.

13. Equity Theory (cont)
Inequity occurs when the ratio is not equivalent and creates cognitive dissonance
To restore equity, people may use one of the following:
Reduce inputs by cutting back on the effort, and if the imbalance becomes too great, to leave the firm
Influence the outcome, such as persuade the boss for a raise
Decrease others’ outcomes, such as spread rumors about others
Increase effort level if they think they are getting more than they deserve

14. Positive Reinforcement Negative Reinforcement
Reinforcement Theory Conditions
Positive Reinforcement
Punishment
Extinction
Negative Reinforcement
Apply
Contingency
Withdraw
Positive
Negative
Nature of Outcome

15. Expectancy Theory of Motivation
Rewards
Tasks V2
Instrumentality V1
Instrumentality
Expectancy V2
Effort
Expectancy V2
Instrumentality V1
Instrumentality V2

16. Motivation by Design Job Enlargement Job Rotation Job Enrichment
Job Characteristics Model

17. Job Characteristics Model
Core job dimensions
Critical psychological states
Personal and work outcomes
Skill variety Experienced High internal
Task identity meaningfulness work motivation
Task significance of the work
High quality
Autonomy Experienced work performance
responsibility for outcomes of High satisfaction the work with the work
Feedback Knowledge of the Low absenteeism actual results of and turnover the work activities
Employee growth need strength