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The Three Theories I chose are: 10.1.3 Acquired Needs Theory David McClelland offers another motivation theory based on individual needs. ▲ Need for achievement is the desire to do something better or more efficiently, to solve problems, or to master complex tasks. ▲ Need for power is the desire to control other people, to influence their behavior, or to be responsible for them. ▲ Need for affiliation is the desire to establish and maintain friendly and warm relations with other people. According to McClelland, people acquire or develop these needs over time as a result of individual life experiences. In addition, each need carries a distinct set of work preferences. Managers are encouraged to recognize the strength of each need in themselves and in other people. Attempts can then be made to create work environments responsive to them. People high in the need for achievement, for example, like to put their competencies to work, they take moderate risks in competitive situations, and they are willing to work alone. As a result, the work preferences of high-need achievers include individual responsibility for results, achievable but challenging goals, and feedback on performance. 10.2.2 Expectancy Theory Victor Vroom’s expectancy theory of motivation asks a central question: What determines the willingness of an individual to work hard at tasks important to the organization? Expectancy theory suggests that “people will do what they can do when they want to do it.” More specifically, Vroom suggests that the motivation to work depends on the relationships among the following three factors: ▲ Expectancy: A person’s belief that working hard will result in a desired level of task performance being achieved. ▲ Instrumentality: A person’s belief that successful performance will be followed by rewards and other potential outcomes. ▲ Valence: The value a person assigns to the possible rewards and other work-related outcomes. Expectancy theory suggests that motivation (M), expectancy (E), instrumentality (I), and valence (V) are related to one another in a multiplication-based equation: M _ E _ I _ V In other words, motivation is determined by expectancy times instrumentality times valence. The multiplier effect has important managerial implications. Mathematically speaking, a zero at any location on the right side of the equation (for E, I, or V) results in zero motivation. For example, a typical assumption is that people will be motivated to work hard to earn a promotion. But is this necessarily true? If expectancy is low, motivation will suffer. The person may feel that he or she cannot achieve the performance level necessary to get promoted. So why try? If instrumentality is low, motivation will suffer. The person may lack confidence that a high level of task performance will result in being promoted. So why try? If valence is low, motivation will suffer. The person may place little value on receiving a promotion. It simply isn’t much of a reward ...
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FIGURE 5.1 ORGANIZING FRAMEWORK FOR UNDERSTANDING AND APPLYING OB © 2014 Angelo Kinicki and Mel Fugate. All rights reserved. Reproduction prohibited without permission of the authors INPUTS PROCESSES OUTCOMES Person Factors • Personality • Personal attitudes • Values—Theory X/Y • Needs Situation Factors • Hygiene factors • Motivating factors • Job characteristics • Job design • Leadership • Organizational climate Individual Level • Equity/justice • Expectancy processes • Goal setting processes • Voice Group/Team Level • Climate for justice Organizational Level • Climate for justice Individual Level • Intrinsic and extrinsic motivation • Task performance • Work attitudes • Citizenship behavior/ counterproductive behavior • Turnover Group/Team Level • Group/team performance Organizational Level • Customer satisfaction 5 Major Topics I’ll Learn and Questions I Should Be Able to Answer 5.1 The What and Why of Motivation MAJOR QUESTION: What is motivation and how does it affect my behavior? 5.2 Content Theories of Motivation MAJOR QUESTION: How would I compare and contrast the content theories of motivation? 5.3 Process Theories of Motivation MAJOR QUESTION: How would I compare and contrast the process theories of motivation? 5.4 Motivating Employees Through Job Design MAJOR QUESTION: How are top-down approaches, bottom-up approaches, and “idiosyncratic deals” similar and different? How Can I Apply Motivation Theories? FOUNDATIONS OF EMPLOYEE MOTIVATION The Organizing Framework for Understanding and Applying OB shown in Figure 5.1 summa- rizes what you will learn in this chapter. Although Chapter 5 focuses on motivation, an individual- level process, a host of person and situation factors influence it. There are more situation than person factors in the figure. This reinforces the simple fact that managers significantly affect our motivation because they have more control over situation than person factors. Figure 5.1 further shows that processes across the individual, group/team, and organizational level influence a variety of important outcomes. 161 Winning at Work Discussing Pay at Work What’s Ahead in This Chapter There are far too many dysfunctional organizations where managers don’t seem to have a clue about how to motivate workers. OB supplies proven methods of how to motivate employees. These aren’t just abstract theories. All spring from observation and study of the workplace, and they have been validated in real-life testing. Business professionals treasure them as tools for making work better and more productive. We’ll show you how these methods operate and give practical tips and suggestions for implementing them. The Wall Street Journal recently offered advice for how companies should handle pay secrecy. Based on OB research covered in this chapter, the writer suggested com- panies should open up about pay and allow employees to freely talk about their pay concerns. This in- cludes showin ...
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BUS137 Chapter 10
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