MOTIVATION: CONTENT AND PROCESS THEORIES

What is motivation?
Motivation refers to forces within an individual that account for the level, direction, and persistence of effort expended at work. Direction an individuals choice when presented with a number of possible alternatives. Level the amount of effort a person puts forth. Persistence the length of time a person stays with a given action.

Motivation - the process of arousing and sustaining goal-directed behavior.

Types of Motivational Theories

Content Theory: Needs are physiological and psychological deficiencies that an individual feels some compulsion to eliminate. Process Theory: People give meaning to rewards and the work opportunities available to them.

Content theories:
Motivation results from the individuals attempts to satisfy needs.

Major content theories:

Hierarchy of needs theory. ERG theory. Acquired needs theory. Two-factor theory.

Maslow's Hierarchy of Needs Theory

Deficit Principle Holds that a satisfied need is not a motivator of behavior; people act to satisfy needs in which a deficit exists. Progression Principle Holds that the five needs exist in a strict hierarchy of prepotency such that a need at one level doesn't become activated until the next lower-level need is satisfied.

McClellands Acquired Need Theory:

David McClelland proposes that people acquire needs through their life experiences.

Need for Achievement (nAch)

Need for Power (nPower)

Need for Affiliation (nAff)

Need for Achievement

The desire to do something better or more efficiently, to solve problems, or to master complex tasks.
Need for Power

The desire to control other persons, to influence their behavior, or to be responsible for other people. A finer distinction can be made between: The need for Personal Power and, The need for Social Power Need for Affiliation The desire to establish and maintain friendly and warm relations with other persons.

3 Motivational Need Theories Maslow

Alderfer Self-actualization Growth

McClelland

Higher Order Needs

Esteem self Belongingness (social & love) Relatedness

Need for Achievement

Need for Power Need for Affiliation

Lower Order Needs

Safety & Security

Physiological

Existence

Herzbergs Two-Factor Theory

Company policy & administration Supervision Interpersonal relations Working conditions Salary Status Security

Motivation factors increase job satisfaction

Achievement Achievement recognition Work itself Responsibility Advancement Growth

Hygiene factors avoid job dissatisfaction

Improvements in Hygiene Factors can prevent and/or eliminate job dissatisfaction; they will not improve job satisfaction.

Improvements in motivator Factors can increase job satisfaction; they will not prevent job dissatisfaction.

Process theories: Focus on the thought processes through which people choose among alternative courses of action. The chapter focuses on two process theories: Equity theory. Expectancy theory.

J.S. Adams Theory of Equity

This theory is based on two assumptions about human behaviour: 1. Individuals make contributions for which they expect outcomes (rewards). 2.Individuals decide whether or not a particular exchange is satisfactory, by comparing their inputs and outcomes to those of others in the form of a ratio.

Equity

Outcomes = Person Inputs

Outcomes Comparison Inputs

other

Negative Equity Inequity

Negative Positive Inequity

Inequity

Outcomes < Outcomes Outcomes = Outcomes Inputs Inputs Inputs Inputs Outcomes < Outcomes Outcomes > Outcomes Inputs Inputs
Inputs Inputs

Positive Inequity

Outcomes > Inputs

Outcomes Inputs

Vrooms Expectancy Theory

The expectancy theory is built around three concepts:

Valence, expectancy and instrumentality

A persons motivation is a multiplicative function of expectancy, instrumentality, and valence

(M = E x I x V).

Valence The value a person places on the reward that he expects to receive from the organisation. Expectancy (belief that effort leads to performance) The perceived relationship between a given level of effort and a given level of performance. Instrumentality (belief that performance is related to rewards) A workers belief about the likelihood of being rewarded in accordance with his level of performance.

Expectancy Model of Motivation

Effort Effort

Performance

Reward

Perceived effort performance probability

Perceived performance reward probability

Perceived value of reward

If I work hard, will I get the job done?

What rewards will I get when the job is well done?

What rewards do I value?

Motivational implications of expectancy theory: Motivation is sharply reduced when, expectancy, instrumentality, or valence approach zero. Motivation is high when expectancy and instrumentality are high and valence is strongly positive.

Exercise: Things that Motivate Me!!!!

Circle the numbers of the six items from th efollowing lists that you believe are most Important in motivating you to do your best work. Then rank the six selected items,With the most important item being 1, the second being 2 and so on. 1. 2. 3. 4. 5. 6. Having steady employment being respected as a person having adequate rest periods or coffee breaks receiving good pay working in good physical conditions having a chance to turn out quality work.

7.getting along well with others on the job. 8.having a job close to home. 9.having an opportunity to do interesting work 10.receiving pension and other security. 11.not having to work too hard 12. Knowing what is going on in the organisation. 13. Having a chance for promotions 14. Feeling my job is important 15. Having a written job description 16. Recognition for my work

17.Getting a performance rating 18.Agreeing with the organisations objectives. 19. having an opportunity for self-development and improvement 20.having fair vacation arrangements 21. Working under close supervision 22. Having a large amount of freedom on job.