4. What is Motivation?
Primary motives are unlearned and
physiological. These motives are also
known as Physiological Motives or
Biological Motives
Eg: Food, Shelter, Sex
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5. What is Motivation?
These are also unlearned but are not
physiological based.
Eg: Curiosity, Manipulation, Affection,
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6. What is Motivation?
A motive must be learned in order ro
be included in the Secondary
classification.
Eg: Power, Achievement, Affiliation,
Security, Status
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9. The Content Theories of Work Motivation
1. When did you feel particularly good about
your job – what turned you on?
2. When did you feel exceptionally bad
about your job – what turned you off?
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10. The Content Theories of Work Motivation
Hygiene Factors
(Dissatisfies)
Motivators
(Satisfiers)
Company policy and
administration
Supervision, technical
Salary
Interpersonal, supervisor
Working conditions
Achievement
Recognition
Work itself
Responsibility
Advancement
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11. The Content Theories of Work Motivation
E – Existence
R – Relatedness
G – Growth
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12. The Content Theories of Work Motivation
HERZBERG’S
TWO FACTORS
MASLOW’S
HIERARCHY OF
NEEDS
MOTIVATORS
ALDERFER’S
ERG NEEDS
GROWTH
RELATEDNESS
HYGIENE
FACTORS
EXISTANCE
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13. The Process Theories of Work Motivation
Vroom’s Model is built around the concept of valence,
instrumentality, and expectancy and is commonly called the VIE
theory.
Valence (V) – The value a person places on the rewards he or
she receives from an organization.
Eg: value, incentive, attitude, expected utility.
Instrumentality (I) – An individual’s beliefs regarding the
likelihood of being rewarded in accord with his or her own
level of performance.
Expectancy (E) – The belief that one’s efforts will positively
influence one’s performance.
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14. The Process Theories of Work Motivation
Instrumentalities
Expectancy
Second-Level
Outcomes
First-Level Outcomes
Outcome 1a
Outcome 1
Motivational Force
F = E Valence X Expectancy
Outcome 1b
Outcome 2a
Outcome 1
Outcome 2b
Outcome 2c
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15. The Process Theories of Work Motivation
Perceived equitable
rewards
Value of Reward
Abilities and
traits
Intrinsic
rewards
Performance
(accomplishment)
Effort
Satisfaction
Extrinsic
rewards
Role
perceptions
Perceived
Effort
reward
probability
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16. LOCKE AND LATHAM’S
The process of determining specific levels
of performance for workers to attain.
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17. LOCKE AND LATHAM’S
Values and
value
judgment
Emotions
and
desires
Intentions
or GOALS
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Responses,
actions, or
performance
Consequences,
feedback, or
reinforcement
18. The Content Theories of Work Motivation
People strives to maintain rations of their
own outcomes (rewards) t their own
inputs (contributions) that are equal to the
outcome/input ratios of others with whom
they compare themselves.
My outcomes
My inputs
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=
Other’s Outcomes
Other’s inputs
19. The Content Theories of Work Motivation
The Rewards employees receive from
their jobs, such as salary and
recognition.
People’s contribution to their jobs, such
as their experience, qualifications, or the
amount of time worked.
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20. The Content Theories of Work Motivation
The condition, resulting in feelings of guilt,
in which the ratio of one’s outcomes to
inputs is ,more than the corresponding ratio
of another person with whom that person
compares himself or herself.
The condition, resulting in feelings of anger,
in which the ratio of one’s outcomes to
inputs is ,less than the corresponding ratio
of another person with whom that person
compares himself or herself.
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21. The Content Theories of Work Motivation
Person A
Social Comparison
Person B
Underpayment
Overpayment
Outcomes
Inputs
Inequity
for Person A
Outcomes
Inputs
Inequity
for Person B
Greater than
Underpayment
Inequity
for Person A
Outcomes
Inputs
Less than
Overpayment
Outcomes
Inputs
Equitable
Equitable
payment
for Person A
Inequity
for Person B
Outcomes
Inputs
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Equal to
Outcomes
Inputs
payment
for Person B
22. POSIBLE REACTIONS TO INEQUITY
Types of Reaction
People can respond
to overpayment
and underpayment
inequities in
behavioral and /or
psychological ways.
These reactions
help change the
perceived inequities
into a state of
perceived equity.
Types of Reaction
Overpayment
Inequity
Underpayment
Inequity
Behavioral
(What you can do is…)
Raise your inputs (e.g., work
harder), or lower your outcomes
(e.g., work through a paid
vacation)
Lower your inputs (e.g., reduce
effort), or raise your outcomes
(e.g., get a raise in pay), or change
comparison (e.g., compare
yourself with another person),
Employee theft (e.g., employees
may steal things to compensate
inequity.
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Psychological
(What you can think is…)
Convince yourself that your outcomes
are deserved based o your inputs
(e.g., rationalize that you work harder
than others and so you deserve more
pay).
Convince yourself that others’ inputs
are really higher than your own (e.g.,
rationalize that the comparison
worker is really more qualified and so
deserves higher outcomes).
23. Questions for Discussion
1.
2.
3.
4.
5.
Based on Malsow’s need hierarchy theory, what specific things can be done
to enhance an employee’s motivation?
Suppose an employee feels underpaid relative to his or her co-workers.
What conditions may have led to these feelings, and how might you expect
such an individual to behave on the job?
Consider a poor performing employee who explains to his boss that he is
trying very hard. According to expectancy theory, what factors would
contribute to such effort? What additional factors, besides motivation,
contribute to task performance?
Explain the role that money plays as a motivator in Maslow’s hierarchy of
need theory, Alderfer’s EGR theory and Herzberg‘s Two Factor Theory.
Briefly define the three classifications of motives. What are some examples
of each?
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