Examples of “Classic” Theories of Work

Motivation (Mobilization?)
Needs theories Process theories
 Maslow’s  Expectancy
hierarchy of needs  Goal Setting
 Herzberg’s two  Equity
factor theory
 Aldefer’s ERG
Theory
 Ways of categorizing these theories

Content theories (fix the individual)

More internally focused: Try to explain the
internal factors (such as needs) in human
beings that may lead someone to be motivated
or de-motivated
Process theories (address the situation)
More externally focused: Try to explain the
external or contextual factors and processes
that may lead someone to be motivated or de-
motivated
 Self
Little empirical
Maslow’s
Esteem support
Need Theory

Social

Safety

Physiological
Prentice Hall, 2001 Chapter 6 3
 Aldefer’s ERG Theory
Similar to Maslow’s needs hierarchy model BUT three (3) categories instead of
five (5) and doesn’t argue that people could move up (fulfilment progression) or
down (frustration regression) the needs hierarchy

EXISTENCE RELATEDNESS EXISTENCE

NEEDS NEEDS NEEDS

Material needs which are

satisfied by the environment
Involve relationships with
ie food, water, pay, fringe
‘significant; others eg co-
benefits and working Development of whatever
workers, superiors,
conditions abilities and capabilities are
subordinates, family and
important to the individual
friends

Most concrete Least concrete

 Questionnaire

What’s important to you at work?

 Contrasting Views of
Satisfaction and Dissatisfaction
Traditional view

Satisfaction Dissatisfaction

Herzberg's “two factor” view

Motivators
Satisfaction No satisfaction

Hygiene Factors
No dissatisfaction Dissatisfaction
 Herzberg’s Two-Factor Theory

 Links motivation and job satisfaction—with the

idea that people seek satisfaction
 Two factors
Hygiene factors
Motivators
 Hygiene factors
When present they do not motivate, but when absent
they de-motivate
 Motivators
Things that truly do motivate
Herzberg’s Two-Factor Theory

Dissatisfaction Not dissatisfied Positive

and but satisfaction
demotivation not motivated and motivation

Hygiene Factors Motivational Factors

•Company policies
•Achievement
•Quality of supervision
•Career advancement
•Relations with others
•Personal growth
•Personal life
•Job interest
•Rate of pay
•Recognition
•Job security
•Responsibility
•Working conditions
 Herzberg says:

“If they will give you the

money, take it.”
 Needs Theories
Maslow Herzberg

Self-Actualisation

Motivators
Esteem

Social

Safety Hygiene
Factors
Physiological
 McClelland’s Acquired Needs

Need for Achievement

is the desire to do something better, to solve
problems, or to master complex tasks.
Need for Power
is the desire to control, influence, or be responsible
for other people.
Need for Affiliation
Is the desire to establish and maintain good relations
with other people.
 A comparison of content theories

Maslow Alderfer Herzberg McClelland

Self-
actualization Growth Motivators nAch
Esteem nPower

Belongingness Relatedness nAff

Safety Hygiene
Existence factors
Physiological
How Expectancy (Process) Theory Works

Your prof offers you $1 million if you memorize the textbook by tomorrow morning.

Expectancy Instrumentality Valence

Effort - Performance Link Performance - Rewards Link Rewards - Personal Goals Link

No matter how much effort Your tutor does not look There are a lot of wonderful things
you put in, probably not possible like someone who has S1 million you could do with $1 million
to memorize the text in 24 hours

E=0 I=0 V=1

Conclusion: Though you value the reward, you will not be motivated to do this task.
 Goal Setting (Process) Theory

Goals Effects on Person

Directs attention
Specific Energises Performance
Difficult Encourages persistency
Accepted New strategies developed

Feedback
 Equity Theory

Explains how social comparisons can motivate

individual behavior
Any perceived inequities will motivate us to
behave in a manner that will change them
Wants and Gets in balance
 ELI the motivator

FIX THE JOB AND YOU JUST MIGHT

HAVE BETTER WORK OUTCOMES

GIVE SOMEONE A BAD JOB AND THEY

WILL LIVE UP TO YOUR
EXPECTATIONS (BFI = one person
garbage crew)
 Hackman & Oldham’s
Job Characteristics Model

Core job Critical Personal

dimensions psychological and work
states outcomes

5 DIMENSIONS 3 STATES MANY OUTCOMES

 Core Job Dimensions

Core Job Dimensions

Skill variety
Task identity
Task significance
Autonomy
Feedback
Motivating Potential Score (MPS)
Skill + Task + Task
MPS = variety identity significance X Autonomy X FB
3
 Hackman & Oldham’s
Job Characteristics Model
Core Job Dimensions Critical Psychological State Outcomes .

Skill variety Experienced High internal

Task identity meaningfulness motivation
Task significance of the work High-quality
performance
Autonomy Experienced
responsibility High satisfaction
for outcomes

Feedback Knowledge of results Low absenteeism

& turnover
Employee growth-need strength
 Improving Job Design

Job Enlargement - horizontal loading

Job Enrichment - vertical loading
Job Rotation - cross-training
Team-based designs