1. Chapter 5
MOTIVATION

2. Motivation and performance
Motivation - the force that initiates, directs and sustains behaviour
Ability - the capacity of individuals to achieve the tasks they are trying to accomplish
Opportunity - the conditions under which motivation and ability are deployed

3. Basic motivational process
Add Figure 5.1 here

4. Motivation in organizations
Motivation explains three important aspects of deliberate behaviour:
Direction - the type of activity chosen to be engaged with
Effort - the amount of energy expended in relation to a particular activity
Persistence - the duration of the behaviour in question, especially in light of difficulties or obstacles

5. Intrinsic and extrinsic motivation
Intrinsic motivation - the impetus for behaviour originates in the performance of the action itself, such as an enjoyable or otherwise satisfying task
Extrinsic motivation - the impetus for behaviour originates outside the person and the performed task, it is done as a means to another end

6. Content theories of motivation
Maslow’s hierarchy of needs theory
Alderfer’s existence, relatedness and growth theory (ERG)
Herzberg’s two-factor theory

7. Maslow’s hierarchy of needs
Individuals have innate needs or wants which they will seek to satisfy
Physiological needs
Safety needs
Social needs
Esteem needs
Self-actualization needs

8. Maslow’s hierarchy of needs
Hierarchy displays the following properties:
A need once satisfied is no longer a motivator
A need cannot be effective as a motivator until those before it in the hierarchy have been satisfied
If deprived of the source of satisfaction from a lower order need it will again become a motivator
There is an innate desire to work up the hierarchy
Self-actualization is not like the other needs

9. Maslow’s hierarchy of needs
Figure 5.2

10. Alderfer’s ERG theory Three-level hierarchy: Existence needs
Relatedness needs
Growth needs

11. Herzberg’s two-factor theory
Motivators and hygiene factors
Hygiene factors if absent cause dissatisfaction
Salary
Working conditions
Job security
Level and quality of supervision
Company policies and administrative procedures
Interpersonal relationships at work
Motivators - motivate an individual to improve their work performance
Recognition
Sense of achievement
Responsibility
Nature of the work itself
Growth
Advancement

12. Comparison of the needs theories
Figure 5.3

13. Satisfaction and Herzberg’s two factors
Figure 5.4

14. Vroom Porter and Lawler expectancy models
Process theories
Vroom Porter and Lawler expectancy models
Adam’s equity theory
Locke’s goal theory

15. Vroom’s expectancy model
Figure 5.5

16. Porter and Lawler expectancy model
Figure 5.6

17. Adam’s equity theory Relative fairness of treatment at work
Equity/Inequity
Figure 5.7

18. Locke’s goal setting theory
Intentions play a significant part in behavioural patterns
Feedback
Goal setting needs:
Specifics
Completion requirement
Difficult goal/easy goals
Figure 5.8
SMART objectives

19. BEHAVIOURIST THEORIES
Pavlov and classical conditioning
Skinner and operant conditioning

20. Pavlov and classical conditioning
Figure 5.9

21. The four central processes used in operant conditioning
Figure 5.10

22. RECENT CONTRIBUTIONS TO WORK MOTIVATION
Bandura’s Social-Cognitive Theory
Important aspects of this theory include:
the notion of vicarious learning
dynamics of self-control (absent from behaviouristic views of behaviour)
the concept of self-efficacy
Self-Determination Theory
distinguishes between:
autonomous motivation (where behaviour is based on volition and active choice)
controlled motivation (where behaviour is based on external consequences determined by decisions or dynamics outside the person)

23. Continuum of self-determination according to SDT
Table 5.1