Contenu connexe Similaire à Motivation theories (20) Plus de Fatima Aljasmi (15) Motivation theories2. What is motivation?
What can we learn from the needs theories of
motivation?
Copyright © 2010 John Wiley & Sons, Inc. 5-2
3. Motivation
Individual forces that account for the
direction, level, and persistence of a
person’s effort expended at work.
Direction - an individual’s 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 sticks
with a given action.
Copyright © 2010 John Wiley & Sons, Inc. 5-3
4. Types of motivation theories
Content theories
Focus on individual needs – that is, physiological or
psychological deficiencies that we feel a
compulsion to reduce or eliminate.
Process theories
Focus on the thoughts, or cognitive processes, that
take place within the minds of people and that
influence their behavior.
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5. Motivation Across Cultures
Motivation theories are largely developed from
a North American perspective.
They are subject to cultural limitations and
contingencies.
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6. Maslow’s Hierarchy of Needs Theory
Identifies five levels of individual needs.
Assumes that some needs are more
important than others and must be satisfied
before the other needs can serve as
motivators.
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8. Alderfer’s ERG
Existence: Theory of
Desire for Motivation
physiological and
material well-being
Growth: Relatedness:
Desire for
continued Desire for
personal growth satisfying
and development. interpersonal
relationships
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9. Acquired needs theory
Need for achievement (nAch).
The desire to do something better or more efficiently, to solve
problems, or to master complex tasks.
Need for affiliation (nAff).
The desire to establish and maintain friendly and warm
relations with others.
Need for power (nPower).
The desire to control others, to influence their behavior, or to
be responsible for others.
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10. Two-Factor Theory
Identifies two different factors as primary
causes of job satisfaction and job
dissatisfaction.
Also known as the motivator-hygiene theory.
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11. Hygiene factors
Sources of job dissatisfaction associated with
job context.
Job dissatisfaction results when hygiene
factors are poor.
Improving the hygiene factors only
decreases job dissatisfaction.
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12. Motivator factors
Sources of job satisfaction related to job
content.
Presence or absence of motivators is the key
link to satisfaction.
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13. • Policies
• Salary
Hygiene • Supervision
Factors • Work conditions
• Relationships
• Status
• Achievement
• Recognition
Motivator • Meaningful work
Factors • Responsibility
• Advancement
• Growth
Copyright © 2010 John Wiley & Sons, Inc. 5-13
16. • Reinforcement – immediately
rewarding positive behaviors with
valued outcomes.
• Equity – assuring fairness in type and
distribution of rewards.
The Integrated Model • Content – acknowledging individual
combines four key differences in motivational value
theories of • Expectancy – creating a linkage
organizational behavior: among ‘effort>performance>reward’.
Copyright © 2010 John Wiley & Sons, Inc. 6-16
17. Intrinsic rewards
Positively valued work outcomes that the
individual receives directly as a result of task
performance.
Extrinsic rewards
Positively valued work outcomes that are given
to an individual or group by some other person
or source in the work setting.
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18. Pay for performance – the concept that
monetary rewards are in whole, or in
part, linked to accomplishments (individual or
team).
Programs that provide incentives for employees to
increase their outputs.
In the 2008-09 economic recession, HRGURU finds
that employers are finding that ‘cash is still king’
when it comes to incentives.
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19. Merit pay
Compensation system that directly ties an
individual’s salary or wage increase to measures of
performance accomplishments during a specific
time period.
Seeks to create a belief among employees that the
way to achieve high pay is to perform at high levels.
Bonus – additional monetary award that meets
specified benchmarks.
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20. Gain sharing
Gives workers the opportunity to earn more
by receiving shares of any productivity gains
that they help to create.
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21. Profit-sharing plans
Reward employees based on overall
organizational profit.
Criticism: organizational profits are not always
a direct result of employees’ efforts,
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22. Skill-based pay
Rewards people for acquiring and
developing job relevant skills.
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23. Stock Options
Provide employees with an opportunity to
buy shares of stock at a future date at a
fixed price.
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24. Employee stock ownership plans (ESOPs)
May give stock to employees, or allow stock
to be purchased at a price below market
value.
Copyright © 2010 John Wiley & Sons, Inc. 6-24
Notes de l'éditeur ERG theory helps to explain why a lower-level need can become activated when a higher-level need cannot be satisfied. E.g., if an individual is frustrated in trying to move forward in their growth needs (career advancement), relatedness needs can become key motivations. The essence of performance-contingent pay is that you earn more when you produce more, and earn less when you produce less. However, a recent research study has shown that only 48% of managers agreed that this was the reality. Owning stock options can be financially motivating to employees and serve as an incentive to contribute to the organization’s success. The incentive value for the employee who has a financial stake in the company is motivating. Considering the expectancy theory of motivation, there is a strong effort>performance>reward linkage.