MGMT 321: Motivation and job satisfaction.

1 Hierarchy of needs (Abraham Maslow).

Five needs: Physiological – Safety – Social – Esteem -- Self-Actualization.
Progressive satisfaction from lower-order and externally satisfied needs
(physiological & safety) to higher-order and internally satisfied needs
(social, esteem, self-actualization).

2 ERG theory (Clayton Alderfer).

Three needs: Existence – Relatedness – Growth.
The concept of frustration-regression. Unsatisfied higher-order needs may
lead to regression that is focus on satisfaction of lower-order needs.

3 David McClelland’s theory of needs.

Need for Achievement (N-Ach): to achieve, to strive to succeed, to excel.
Need for Affiliation (N-Aff): to establish interpersonal relationships.
Need for Power (N-Pow): to influence & control the behavior of
others.
(Personal power and institutional power).

4 Two-factor theory (Frederick Herzberg).

Hygiene factors (supervision, company policies, status, working
conditions).
Absence/inadequacy leads to employee dissatisfaction.
Presence/adequacy offers no more than employee no dissatisfaction.
Motivators (achievement, advancement, growth, recognition, responsibility).
Absence/inadequacy makes for employee no satisfaction.
Presence/adequacy provides for employee satisfaction.

5 Theory X and theory Y (Douglas McGregor).

Theory X assumes that employees are lazy, dislike work, avoid

responsibility, and only want security.
Theory Y assumes that employees view work as a natural activity, they
enjoy it, accept responsibility and can make contributions to the
organization.

6 Equity theory (Stacy Adams).

Comparing one’s ratio of job inputs and outputs with that of comparable
others. Respond to eliminate inequities.

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No action in case of equity.
But, when there is inequity (overrewarded but also underrewarded) people
may change their inputs or outputs, distort perceptions of self or others, quit.
7 Expectancy theory (Victor Vroom).
A person will act in a certain way depending on the strength of the person’s
expectation that the act will be followed by a given outcome and on how
attractive the outcome is to the person.
Three relationships:
A Effort-performance: Probability held by someone that exerting a
given effort will lead to performance.
B Performance-reward: Degree to which someone believes that
performing to a certain level will lead to attaining a desired outcome.
C Reward-outcome: Attractiveness of reward. Value of reward.

8 Goal-setting theory (Edwin Locke).

Higher performance attained by specific and difficult goals with feedback.
Goals tell people what needs to be done and how much effort is required.
A cognitive approach proposing that an individual’s purposes direct actions.

9 Reinforcement theory (Skinner)

Behavioristic approach ignores inner state of people arguing that behavior is
environmentally caused. Behavior is determined by its consequences.

10 Job Characteristics Model (Hackman and Oldham)

Core job characteristics

Skill variety. Extent to which job involves performance of a

variety of tasks that require employees to use different skills & abilities.

Task identity. Extent to which job requires performance of a

“whole”, identifiable, and meaningful piece of work.

Task significance. Extent to which job affects lives of others within

and outside organization.

Autonomy. Extent to which job allows people to experience

freedom, independence, discretion in scheduling & determining procedures.

Feedback. Extent to which direct/clear feedback is provided.

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Motivating Potential Score (MPS) and Growth Need Strength