Professional Documents
Culture Documents
Motivation – the set of forces that lead people to behave in particular ways.
- the set of forces that causes people to engage in one behavior rather than some alternative
behavior.
The Importance of Motivation
Motivation can make an organization perform at high levels.
Job performance depends on ability and environment as well as motivation. This relationship can be
stated as follows:
P=M+A+E
where,
P = performance, M = motivation, A = ability, and E = environment.
To reach high levels of performance, an employee must want to do the job well (motivation); must be
able to do the job effectively (ability); and must have the materials, resources, equipment, and
information required to do the job (environment). A deficiency in any one of these areas hurts
performance. A manager should thus strive to ensure that all three conditions are met.
- Frederick Herzberg and his associates developed the two-factor theory in the late 1950s and
early 1960s.
Motivation factors – intrinsic to the work itself and include factor such as
achievement and recognition.
- Achievement, recognition, and the opportunity to plan and control their own
work were often cited by people as primary causes of satisfaction and
motivation.
Hygiene factors – extrinsic to the work itself. It includes pay and joy security.
Traditional view of satisfaction: satisfaction and dissatisfaction were opposite ends of a single
dimension.
Herzberg’s Two Factor Theory: Motivation factors affect one dimension, ranging from satisfaction to
no satisfaction. On the other hand, hygiene factors are assumed to affect another dimension ranging from
dissatisfaction to no satisfaction.
Need for Achievement – the desire to accomplish a task or goal more effectively than was done in
the past.
The Need for Affiliation – the need for human companionship.
The Need for Power – the desire to control one’s environment: financial, material, informational,
and human resources.
People form equity perceptions by comparing their situation with that of someone else’s.
If they perceive equity, they are motivated to maintain the current situation. If they
perceive inequity, they are motivated to use one or more of the strategies shown here to
reduce the inequity.
The Expectancy Theory of Motivation
The Basic Expectancy Model
- Credited by Victor Vroom
- Motivation depends on how much we want something and how likely we think we are to
get it.
Expectancy Theory of Motivation
- Expectancy Theory – people are motivated by how much they want something and the
like hood they perceive of getting it.
- More encompassing model of motivation than equity theory
- Also called as VIE theory (Valence-Instrumentality-expectancy)
- Key components:
o Effort-to-performance expectancy – the perceived probability that effort will lead
to performance.
o Performance-to-outcome expectancy – the perceived probability that
performance will lead to certain outcomes.
o Outcome – anything that results from performing a behavior.
o Valence – the degree of attractiveness or unattractiveness (value) that a particular
outcome has for a person.
The expectancy theory is the most complex model of employee motivation in organizations. As shown
here, the key components of expectancy theory are effort-to-performance expectancy, performance-to-
outcome instrumentality, and outcomes, each of which has an associated valence. These components
interact with effort, the environment, and the ability to determine an individual’s performance.
Outcomes and Valences
- Outcome – anything that results from performing a particular behavior.
- Valence – the degree of attractiveness or unattractiveness a particular outcome has for a person.
Victor Vroom – generally credited with first applying the theory to motivation in the workplace.
- The behavior model’s general components are effort (the result of motivated),
performance, and outcomes.
The Porter-Lawler Model
- focuses on the relationship between satisfaction and performance.
- Conventional Theory – satisfaction leads to performance.
This model assumes that:
- If rewards are adequate, high levels of performance may lead to satisfaction.
- Satisfaction – determined by the perceived equity of intrinsic (intangible) and extrinsic
(tangible) rewards for performance.
Evaluation and implications
- Expectancy theory has been tested by many different researchers in a variety of settings
and using a variety of methods.
- Expectancy theory is so complicated that researchers have found it quite difficult to test.
- Confirmed expectancy theory’s claims that people will not engage in motivated behavior
unless they:
value the expected rewards.
believe their efforts will lead to performance.
believe their performance will result in the desired rewards.
Learning-Based Perspectives on Motivation
Learning – a relatively permanent change in behavior or behavioral potential resulting from
direct or indirect experience.
How learning occurs:
Traditional view: Classical Conditioning – a simple form of learning that links a conditioned
response with an unconditioned stimulus.
Contemporary View: Learning as a Cognitive Process – assumes people are conscious, active
participants in how they learn.
To motivate the right behavior, an expert in behavior modification would identify the desired behaviors
and then carefully reinforce them. This process involves five steps:65