Chapter 12

Leading: Motivation
Process in the
Organisation

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1. To explain motivation and the
process.
2. To discuss the four major
perspectives of motivation.

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Defined as the psychological
processes that arouse and
direct goal-directed behavior.

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Simple Model of Motivation

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 Extrinsic and Intrinsic
Rewards
❖ Extrinsic
reward: is ❖Intrinsic reward: is
the payoff such as the satisfaction such
money, a person as a feeling of
receives from others accomplishment a
for performing a person receives
particular task. from performing a
particular task.

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Reasons to Motivate People
 Join your organization
 Stay with your organization
 Show up for work at your
organization
 Perform better for your
organization
 Do extra for your organization

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CONTENT
REINFORCEMENT

JOB
PROCESS
DESIGN

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1. Content 3. Reinforcement
• Positive reinforcement
 Maslow
• Negative reinforcement
 Herzberg
• Extinction
 McClelland
• Punishment

2. Process 4. Job Design

 Equity 5 characteristics:
 Expectancy • Skill variety
 Goal Setting • Task identity
• Task significance
• Autonomy
• Feedback
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  Contents perspectives
CONTENT
Perspective include 3 theories:
(need-based 1. Maslow’s hierarchy of
perspectives)
needs theory
2. Herzberg’s two-factor
theory
Theories emphasizing the 3. McClelland’s acquired
needs that motivate needs theory
people.

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1. Maslow’s Hierarchy of Needs:
What the Organization Can Do

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 For managers, the importance of Maslow’s
contribution is that he showed that
workers have needs beyond that of just
earning a paycheck.
 Managers must meet/fulfill employees’
level 1 and level 2 needs.
 They also need to give chance to fulfill
their higher-level needs → goals of the
organization.

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 2. Herzberg’s two-factor theory:
Form Dissatisfying Factors to
Satisfying Factors
 Two-factor theory: proposed that work
satisfaction and dissatisfaction arise
from two different factors —work
satisfaction from so-called motivating
factors and work dissatisfaction from so-
called hygiene factors.

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 Motivating factors, are factors associated with
job satisfaction that affect the job content or
the rewards of the job performance.

 Hygiene factors, are factors associated with

job dissatisfaction that affect the job context
in which people work.

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 Managers should first eliminate job dissatisfaction,
making sure that work conditions, pay levels, and
company policies are reasonable/acceptable.
 They should concentrate on spurring or
encouraging motivation by providing opportunities
for achievement, recognition, responsibility and
personal growth.
Job Dissatisfaction Job Satisfaction

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3. McClelland’s acquired needs
theory
Acquired needs theory: states that
three needs are major motives
determining people’s behavior in the
workplace:
1. Need for achievement – “I need to excel at
tasks”
2. Need for affiliation – “I need close
relationship”
3. Need for power – “I need to control others”
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 3. McClelland’s acquired needs
theory
 Need for Achievement
➢ “I need to excel at
tasks”
➢ Desire to excel, to do
something better and
more efficiently, to solve
problems, to achieve
excellence in challenging
tasks. 17
 3. McClelland’s acquired needs
theory
 Need for Affiliation
➢ “I need close
relationships”
➢ Desire for warm
and friendly
relations with other
people.

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 3. McClelland’s acquired needs
theory
 Need for Power
 “I need to control
others”
 Desire to be
responsible for other
people, to influence
their behaviour or to
control them.
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 Illustration: McClelland’s
acquired needs theory
A “well-balanced
Achieve-
ment
Affiliation individual”

Power

Achieve-
ment Affiliation

A “control freak”
Power

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  Process Perspectives are
concerned with the
PROCESS thought processes by
Perspective which people decide
how to act.
 3 process perspectives
on motivation:
“How employees 1. Expectancy theory
choose behavior to
meet their needs.” 2. Equity theory
3. Goal-setting theory

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 Process Perspectives:
1. Expectancy theory
❑ Expectancy theory: suggests that people
are motivated by two things:
i. How much they want something.
ii. How likely they think they are to get it.
(assuming they have choices, people will make
the choice that promise them the greatest
reward if they think they can get it)

❑ Three Parts of expectancy theory:

i. Expectancy
ii. Instrumentality
iii. Valence
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 Three Major Elements of
Expectancy Theory
i. Expectancy: is the belief that a
particular level of effort will lead to a
particular level of performance.
(effort-to-performance expectancy)

“Will I be able to perform at the

desired level on a task?”

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 Three Major Elements of
Expectancy Theory
ii. Instrumentality: is the expectation
that successful performance of the
task will lead to the outcome desired.
(performance-to-reward expectancy)

“What outcome will I receive if I

perform at this level?”

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 Three Major Elements of
Expectancy Theory
iii. Valence: is the value, the importance
a worker assigns to the possible
outcome or reward.
(performance-to-reward expectancy)

“How much do I want the outcome?”

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 Three Major Elements of
Expectancy Theory
Effort …in order Performance …so that Outcomes
I exert to …a particular I can …certain
an effort… achieve.. level of task realize.. outcomes
performance…

Expectancy Valence
Instrumentality (Value)

If you believe working If you expect that If you put high

more hours can making more sales will value in the
increase sales then you make you receive bonus, prospective bonus
will put high effort to then you have high or pay, then your
performance performance to reward. valence is high.

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 Process Perspectives:
Expectancy theory
 Expectancy theory states that an individual
tends to act in a certain way based on the
expectation that the act will be followed by a
given outcome and on the attractiveness of
that outcome to the individual.
or
 Managers can use this to ensure that
employees are high on all three of these
elements, because a deficiency in any one of
them results in low motivation to perform.
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 Using Expectancy Theory to
Motivate Employees
✓ What rewards do your employees
value?
✓ What are the job objectives and
the performance level you
desire?
✓ Are the rewards linked to
performance?
✓ Do employees believe you will
deliver the right rewards for the
right performance?
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 Process Perspectives:
2. Equity theory
❑ Equity theory: focuses
on employee
perceptions as to how
fairly they think they
are being treated
compared to others.

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 Equity Theory:
How People Perceive They are Being Treated

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 Process Perspectives:
Goal Setting Theory
❖ Goal setting theory: suggests that
employees can be motivated by goals that
are specific and challenging but achievable.
❖ Characteristics of goals:
i) specific
ii) challenging but achievable
iii) linked to action plans
iv) effective
v) feedback enhances goal attainment
 Reinforcement Perspectives on
Motivation
Reinforcement: is anything that causes a given
behavior to be repeated or inhibited (stopped).

POSITIVE
EXTINCTION
REINFORCEMENT

NEGATIVE
REINFORCEMENT PUNISHMENT

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POSITIVE REINFORCEMENT: The use of positive
consequences to encourage desirable behaviour (will
strengthen the good behavior)
NEGATIVE REINFORCEMENT: The removal of
unpleasant consequences following a desired
behaviour (will maintain the good behavior)
EXTINCTION: The withholding or withdrawal of
positive rewards for undesirable behaviour, so that the
behaviour is less likely to occur in the future. (will
reduce the bad behavior)
PUNISHMENT: The application of negative
consequences to stop or change undesirable behaviour
(will inhibit the bad behavior) 33
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 Using Positive Reinforcement
to Motivate Employees
❖ Reward only desirable
behavior.
❖ Give rewards as soon as
possible.
❖ Be clear about what
behavior is desired.
❖ Have different rewards and
recognize individual
differences.
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 Using Punishment to Motivate
Employees
❖ Punish only undesirable
behavior
❖ Give reprimands or disciplinary
action as soon as possible
❖ Be clear about what behavior is
undesirable
❖ Administer punishment in
private
❖ Combine punishment and
positive reinforcement
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 Motivation Through Job Design
❖ Job Design: the division of
an organization’s work
among its employees and
the application of
motivational theories to
jobs to increase
satisfaction.
➢ Job Simplification (fitting
people to the job)
➢ Job Enlargement
➢ Job Enrichment
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 Types of Job Design
❖ JobSimplification: the process of
reducing the number of tasks a worker
performs

❖ Job Enlargement: Increasing the number

of tasks in a job to increase variety and
motivation

❖ JobEnrichment: Building into a job

motivating factors such as responsibility,
achievement, recognition, stimulating
work and advancement.

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 Job Characteristics Model
Consists of five core job
characteristics that
affect three
psychological states of
an employee that in turn
affect work outcomes—
the employee’s
motivation,
performance and
satisfaction.
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5 Job Characteristics: 5 Job Attributes
for Better Work Outcomes

SKILL VARIETY TASK IDENTITY

TASK
SIGNIFICANCE

AUTONOMY FEEDBACK

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 5 Job Characteristics
Skill Variety
“how many different skills does
your job require?”
Extent to which a job requires a
person to use a wide range of
different skills and abilities.
Task Identity
“how many different tasks are
required to complete the
work?”
Extent to which a job requires a
worker to perform all the tasks
needed to complete a job from
beginning to end.
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 5 Job Characteristics
Task Significance
“how many other people are
affected by your job?”
Extent to which a job affects the
lives of other people – whether
inside or outside the organization
 Autonomy
 “how much discretion does your job give
you?”
 Extent to which a job allows an employee
to make choices about scheduling
different tasks and deciding how to
perform them.

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 5 Job Characteristics
 Feedback
 “how much do you find out how well you
are doing?”
 Extent to which workers receive clear,
direct information about how well they
are performing the job.

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Job Characteristics Model

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Using Compensation & Other
Rewards To Motivate
Characteristics of Compensation Plans:
1. Rewards must be linked to
performance and be measurable
2. Rewards must satisfy individual
needs.
3. Rewards must be agreed on by
manager and employees.
4. Rewards must be believable and
achievable by employees.
 Using Compensation & Other
Rewards To Motivate

Types of Compensation Plan:

- Pay for performance
- Bonuses
- Profit sharing
- Gainsharing
- Stock options
- Pay for knowledge
 Types of Job Design
❖ JobSimplification: the process of
reducing the number of tasks a worker
performs

❖ Job Enlargement: Increasing the number

of tasks in a job to increase variety and
motivation

❖ JobEnrichment: Building into a job

motivating factors such as responsibility,
achievement, recognition, stimulating
work and advancement.

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Chapter 12
Kinicki, A., & Soignet, D. B.
(2021). Management: A
practical introduction (10th
ed.). New York: McGraw-Hill.

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