1. 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

2. 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

3. 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

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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. © 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

16. 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

17. 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

18. 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

19. 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

20. © 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

21. 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

22. © 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

23. 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

24. 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