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Class5 MotivationTheory 5 1concept Motivation thewillingnesstoexerthighlevelsofefforttowardorganizationalgoals conditionedbytheeffort sabilitytosatisfysomeindividualneedNeed someinternalstatethatmakescertainoutcomesappearattractiveProcess unsatisfiedneed tension drives searchbehavior satisfiedneed reductionoftension Class5 MotivationTheory 5 2EarlytheoryofMotivationThe1950swereafruitfulperiodinthedevelopmentofmotivationconcepts 3specifictheorieswereformulatedduringthistime 1 HierarchyofNeedsTheoryAbrahamMaslow Thereisahierarchyof5needs physiological safety social esteem physiological safetyneedsreview 1 intuitivelylogical easeofunderstanding receivingwiderecognition particularlyamongpracticingmanagers 2 littleempiricalsupport 2 TheoryXandTheoryYDouglasMcGregorproposed2distinctviewsofhumanbeing Theassumptionthatemployeesdislikework arelazy dislikeresponsibility Mostworkersplacesecurityaboveallotherfactorsassociatedwithwork willdisplaylittleambitionTheoryY Theassumptionthatemployeeslikework arecreative seekresponsibility canexerciseself directionhigherorderneedsdominateindividuals 3 Motivation HygieneTheoryFrederickHerzberg individual srelationtohiswork Intrinsicfactorsarerelatedtojobsatisfaction whileextrinsicfactorsareassociatedwithdissatisfactionsatisfaction NosatisfactionHygienefactors thosefactors suchascompanypolicy administration supervision salary that whenadequateinjob placateworkers Whenthesefactorsareadequate peoplewillnotbedissatisfied Class5 MotivationTheory 5 2ContemporarytheoryofMotivationhavingonethingincommon eachhasareasonabledegreeofvalidsupportingdocumentation 1 ERGtheoryClaytonAlderferofYalereworkedMaslow stheorytoalignitmorecloselywiththeempiricalresearch Thereare3groupsofcoreneeds existence relatedness growthDifference 1 morethan1needmaybeoperativeatthesametime 2 ifthegratificationofahigherlevelneedsisstifled thedesiretosatisfyalowerlevelneedincreasesMaslow arigidsteplikeprogression ERG containsafrustration regressiondimensionSeveralstudieshavesupportedtheERGtheory nativesofSpain Japanplacesocialneedsbeforetheirphysiologicalrequirements 2 McClelland stheoryofneedsAch pow affare3importantneedsthathelptounderstandMo Achievementneed Thedrivetoexcel toachieveinrelationtoasetofstandards tostrivetosucceednPow thedesiretomakeothersbehaveinawaythattheywouldnototherwisehavebehavedinnAff thedesireforfriendlyThebestmanagersarehigh powerneed low affiliationneed levelinahierarchicalorganization 3 CognitiveEvaluationTheorymayberelevanttothatsetofjobsthatfallsinbetween neitherextremelydullnorintersting AllocatingextrinsicrewardsforbehaviorthathadbeenpreviouslyintrinsicallyrewardedtendstodecreasetheoveralllevelofmotivationExplanation theindividualexperiencesalossofcontroloverhisbehaviorsothepreviousintrinsicmotivationdiminishes theeliminationofextrinsicrewardscanproduceashift fromanexternaltoaninternalexplanationIfextrinsicrewardsaretobeeffectivemotivators theyshouldbemadecontingentonanindividual sperformance Independent Substitution Testdonewithstudents highintrinsicmotivationlevelsarestronglyresistanttothedetrimentalimpactsofextrinsicrewards 4 Goal settingTheoryinthelate1960sEdwinLockeproposedthatintentiontoworktoagoalisamajorsourceofmotivation ThetheorythatspecificParticipativegoalsmayhavenosuperiorityoverassignedgoalswhenacceptanceistakenasagiven participationaddtheoddsthathardergoalsbeagreed 5 Reinforcementtheory Moderator goalcommitment adequateself efficacy nationalcultureself efficacy theindividual sbeliefthatheorsheiscapableofperformingatask Culturebound lowpowerdistancenotinPortugal Chilereinforcementtheory behaviorisafunctionofit sconsequences Strictlyspeaking it snotatheoryofmotivation 6 Equitytheory IndividualscomparetheirjobinputsSelf outsideMinorqualifications 1 peoplehaveagreatdealmoretoleranceofoverpaymentinequitiesthanofunderpaymentinequities 2 notallpeopleareequitysensitive suchasbenevolenttypes 6 Equitytheory 4propositionsrelatingtoinequitablepay Givenpaymentbytime theoverrewardedproducemorethanequitablypaidemployees theunderrewardedproducelessorpoorerqualityofoutputGivenpaymentbyquantityofproduction theoverrewardedproducefewer buthigherquality unitsthanequitablypaidemployees theunderrewardedproducealargenumberoflow qualityunits Distributivejustice perceivedfairnessoftheamount allocationofrewardsamongindividuals satisfactionProceduraljustice mitment 7 Expectancytheoryhelptoexplainwhyworkersaren tmotivatedontheirjobs merelydotheminimumnecessarytogetby Thestrengthofatendencytoactinacertainwaydependsonthestrengthofanexpectationthattheactwillbefollowedbyagivenoutcome ontheattractivenessofthatoutcometotheindividualEffort performancerelationship skill appraisalsystem subjperformance rewardrelationship incentivescheme stablereward pe
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