Assignment 7

Group Members
Umar Hafeez 70075491
Usman khalid 70071282
Osama Raees 70071213
CH Fasil 70075293
Q1)Explain how a manager motivates employees with reference to Herzberg's two-factor
theory.

Two factor theory called states that there are some factors in workplace which actually
cause job satisfaction while a separate set of factors cause dissatisfaction, all of this act
independently of each other.
Using the two-factor theory: -

 Work on the bureaucracy within organization.

 Make sure about the supportive & effective supervision.
 Create working environment where all the employees are actually respected.
 Pay an honesty salary.
 Make sure all employees do worthwhile work to actually build up status of their
functions.
 Provide the job guarantees

Q2) Explain, in terms of McClelland's theory of needs, the relationship between the need
for achievement and job performance

McClelland's Needs Theory

Definition: McClelland's Needs Theory was proposed by a psychologist David McClelland, who
believed that the specific needs of the individual are acquired over a period of time and gets
molded with one's experience of the life. McClelland's Needs Theory is sometimes referred to as
Three Need theory or Learned Needs Theory.
McClelland has identified three basic motivating needs, Viz. Need for Power, Need for
Affiliation and Need for Achievement and, along with his associates performed a considerable
research work on these basic needs.
Need for Power (n-pow): What is Power? Power is the ability to induce or influence the
behavior of others. The people with high power needs seek high-level positions in the
organization, so as to exercise influence and control over others. Generally, they are outspoken,
forceful, demanding, practical/realistic-not sentimental, and like to get involved in the
conversations.
Need for Affiliation (n-affil): People with high need for affiliation derives pleasure from being
loved by all and tend to avoid the pain of being rejected. Since, the human beings are social
animals, they like to interact and be with others where they feel, people accept them. Thus,
people with these needs like to maintain the pleasant social relationships, enjoy the sense of
intimacy and like to help and console others at the time of trouble.
Need for Achievement (n-ach): McClelland found that some people have an intense desire to
achieve. He has identified the following characteristics of high achievers:

 High achievers take the moderate risks, i.e. a calculated risk while performing the
activities in the management context. This is opposite to the belief that high achievers
take high risk.
 High achievers seek to obtain the immediate feedback for the work done by them, so as
to know their progress towards the goal.
  Once the goal is set, the high achiever puts himself completely into the job, until it gets
completed successfully. He will not be satisfied until he has given his 100% in the task
assigned to him.
 A person with a high need for achievement accomplishes the task that is intrinsically
satisfying and is not necessarily accompanied by the material rewards. Though he wants
to earn money, but satisfaction in the accomplishment of work itself gives him more
pleasure than merely the cash reward.

The relationship between the need for achievement and job performance

First, when jobs have a high degree of personal responsibility and feedback and an intermediate
degree of risk, high achievers are strongly motivated. They are successful in entrepreneurial
activities such as running their own businesses, for example, and managing self-contained units
within large organizations. Second, a high need to achieve does not necessarily make someone a
good manager, especially in large organizations. People with a high achievement need are
interested in how well they do personally, and not in influencing others to do well. High-nAch
salespeople do not necessarily make good sales managers, and the good general manager in a
large organization does not typically have a high need to achieve. Third, needs for affiliation and
power tend to be closely related to managerial success. The best managers are high in their need
for power and low in their need for affiliation. In fact, a high-power motive may be a
requirement for managerial effectiveness

Q4) How do the contemporary theories of work motivation complement one another? Do
you think motivation theories are often culture bound? Why or why not?

The early management scholars laid a foundation that enabled managers to better understand
their workers and how best to motivate them. Since then, new theories have given us an even
better understanding of worker motivation. Four of these theories are explained in this section:
the expectancy theory, the equity theory, the goal-setting theory, and reinforcement theory.

Expectancy Theory

One of the best-supported and most widely accepted theories of motivation is expectancy
theory, which focuses on the link between motivation and behavior. According to expectancy
theory, the probability of an individual acting in a particular way depends on the strength of that
individual’s belief that the act will have a particular outcome and on whether the individual
values that outcome. The degree to which an employee is motivated depends on three important
relationships, shown in 
 1. The link between effort and performance, or the strength of the individual’s expectation
that a certain amount of effort will lead to a certain level of performance
2. The link between performance and outcome, or the strength of the expectation that a
certain level of performance will lead to a particular outcome
3. The link between outcomes and individual needs, or the degree to which the individual
expects the anticipated outcome to satisfy personal needs. Some outcomes have more
valence, or value, for individuals than others do.

According to equity theory, if employees perceive that an inequity exists, they will make one of
the following choices:

 Change their work habits (exert less effort on the job)

 Change their job benefits and income (ask for a raise, steal from the employer)
 Distort their perception of themselves (“I always thought I was smart, but now I realize
I’m a lot smarter than my coworkers.”)
 Distort their perceptions of others (“Joe’s position is really much less flexible than
mine.”)
 Look at the situation from a different perspective (“I don’t make as much as the other
department heads, but I make a lot more than most graphic artists.”)
 Leave the situation (quit the job)

Managers can use equity theory to improve worker satisfaction. Knowing that every employee
seeks equitable and fair treatment, managers can make an effort to understand an employee’s
perceptions of fairness and take steps to reduce concerns about inequity.
Ben & Jerry’s founders Ben Cohen and Jerry Greenfield firmly believe the maxim that
companies “do well by doing good.” This idealism led the founders to once famously swear that
no Ben & Jerry’s executive would ever make more than seven times the lowliest worker’s wage.
But when growth required attracting exceptional top-level management, the company eventually
abandoned its self-imposed ratio between its lowest and high.