1. Chapter 8
Motivation

2. Motivation
The psychological forces acting on an individual that determine:
Direction—possible behaviors the individual could engage in
Effort—how hard the individual will work
Persistence—whether the individual will keep trying or give up
Explains why people behave the way they do in organizations

3. Maslow’s Needs Hierarchy
Self-
Actualization
Esteem
Affiliation
Security
Physiological

4. Maslow’s Hierarchy of Needs
Self-
actualization
Realize one’s
full potential
Use abilities
to the fullest
Esteem
Feel good
about oneself
Promotions
and recognition
Belongingness
Social
interaction, love
Interpersonal
relations, parties
Safety
Security, stability
Job security,
health insurance
Physiological
Food, water,
shelter
Basic pay level
to buy items
Needs
Description
Examples
Lower-level needs must be satisfied before higher-level needs are addressed.
Highest-level needs
Lowest-level needs

5. Adequate pay for necessities
Alderfer’s ERG Theory
After lower level needs satisfied, person seeks higher needs. When
unable to satisfy higher needs, lower needs motivation is raised.
Growth
Self-development,
creative work
Continually
improve skills
Relatedness
Interpersonal
relations, feelings
Good relations,
accurate feedback
Existence
Food, water,
clothing, and shelter
Adequate pay for necessities
Needs
Description
Examples
Highest-level needs
Lowest-level needs

6. McClelland’s Need for Power, Affiliation, & Achievement
Need to perform challenging tasks well
Power
Desire to control or influence others
Affiliation
Concern for good interpersonal relations & being liked

7. Herzberg’s Motivator - Hygeine
Motivators
Factors that can lead to job satisfaction & motivation
Intrinsic Factors
Enjoying the work, challenges, autonomy, accomplishment, developmental opportunities
Hygeine Factors
Factors that cause dissatisfaction
Extrinsic Factors
Working conditions, pay, job security, benefits

8. Equity Theory
Perceived fairness of work outcomes relative to work inputs
People compare their input/output ratio with a referent other

9. Equity Theory
Equity occurs when your input/output ratio equals the referent other’s ratio
People are motivated to keep Equity
Keep inputs consistent when outputs are consistent
Increase inputs if you want outputs increased

10. Equity Theory
Inequity exists when worker’s outcome/input ratio is not equal to referent.
Underpayment inequity: ratio is less than the referent.
Overpayment inequity: ratio is higher than the referent.

11. Equity Theory
Restoring Equity: Inequity creates tension in workers causing them to attempt to restore equity
Underpayment inequity
Decrease inputs, Increase outputs
Overpayment inequity
Increase inputs, Decrease outputs

12. Expectancy Theory
Expectancy—the belief that effort (input) will result in a certain level of performance
Instrumentality—the belief that performance results in the attainment of outcomes
Valence—the desirability of an outcome

14. Expectancy Theory Motivation = Expectancy x Instrumentality x Valence
If one of the values is low, motivation will be low.
Workers do not believe they can perform well.
Workers do not believe that performance and rewards are closely linked.
Workers do not value the rewards offered for performance.

15. Goal-Setting Theory Goals motivate behavior when they are:
Specific – help people focus their attention in the right direction
Difficult – challenges the individual to work hard; not too difficult.
Give Feedback – allows the individual to know how effective their behaviors are

16. Job Design Job Enlargement
Increasing the number of tasks for a given job to reduce boredom.
Job Enrichment
Increasing the degree of responsibility a worker has over a job
Both should lead to employees showing initiative

17. Job Characteristics Model