Chapter 7: Motivation Concepts

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LO 1
Key Elements of Motivation

The three key elements of motivation are:

1. Intensity: concerned with how hard a person
tries.
2. Direction: the orientation that benefits the
organization.
3. Persistence: a measure of how long a person
can maintain his/her effort.
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LO 2
Marlow’s Hierarchy of Needs

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LO 2
Theory X and Theory Y

Theory X assumptions are basically negative.

Employees inherently dislike work and must be
intimidated into performing.
Theory Y assumptions are basically positive.
Employees can view work as being as natural as
rest or play.

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LO 2
Herzberg’s Two-Factor Theory

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LO 2
McClelland’s Theory of Needs

 The theory focuses on three needs:

1. Need for achievement (nAch)
2. Need for power (nPow)
3. Need for affiliation (nAfl)

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 Identify early theories of motivation
and evaluate their applicability
LO 2 today
McClelland’s Theory of Needs
The theory focuses on three needs:
achievement, power, and affiliation.
Need for achievement (nAch)
 The drive to excel, to achieve in relation to
a set of standards, to strive to succeed.

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LO 2
 Need for achievement predicted relationships
1. With a high degree of personal responsibility
and feedback and an intermediate degree of
risk, high achievers are strongly motivated.
2. A high need to achieve does not necessarily
make someone a good manager, especially
in large organizations.
3. Needs for affiliation and power tend to be
closely related to managerial success.

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Pearson Education Pearson
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LO 2

Need for power: The need to make others

behave in a way that they would not have
behaved otherwise.
Individuals high in nPow enjoy being “in
charge.” Cop
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Strive for influence over others. t©
2013
Prefer to be placed into competitive and Pear
status-oriented situations. son
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LO 3
Self-Determination Theory
Proposes that people prefer to feel they
have control over their actions.
Self-determination theory acknowledges
that extrinsic rewards can improve even
intrinsic motivation under specific
circumstances.
Self-concordance: considers how strongly
people’s reasons for pursuing goals are
consistent with their interests and core
values.
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LO 4
Job Engagement
Job engagement is the investment of an employee’s
physical, cognitive, and emotional energies into job
performance.
What makes people more engaged in their job?
 The degree to which an employee believes it is
meaningful to engage in work.
 A match between the individual’s values and the
organization’s.
 Leadership behaviors that inspire workers to a
greater sense of mission.
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LO 5
Goal-Setting Theory,

Goal-Setting Theory : Goals tell an employee

what needs to be done and how much effort is
needed.
Three other factors influencing the goals-
performance relationship:
 Goal commitment
 Task characteristics
 National culture

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LO 5
Self-Efficacy Theory
Self-efficacy theory is an individual’s belief that he or
she is capable of performing a task.
 Enactive mastery
 Verbal persuasion
 Arousal
Also known as social cognitive theory and social
learning theory.

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LO 5
Joint Effects of
Goals and Self-Efficacy Theory

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LO 5
Reinforcement Theory
Reinforcement theory: behavior is a
function of its consequences.
Operant conditioning theory: people
learn to behave to get something they
want or to avoid something they don’t
want.
 B.F. Skinner’s behaviorism

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LO 5
Social-learning theory
Social-learning theory: we can learn through both
observation and direct experience.
 Models are central, and four processes determine
their influence on an individual:
1. Attentional processes
2. Retention processes
3. Motor reproduction processes
4. Reinforcement processes
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LO 6 Organizational Justice
as a Refinement of Equity Theory

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LO 7
Expectancy Theory

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LO 8 Compare Contemporary
Theories of Motivation

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