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Ch6. Motivational Needs, Processes and Application

This document discusses various theories and applications of work motivation. It defines motivation and identifies primary and secondary needs. Major theories covered include Maslow's hierarchy, Herzberg's two-factor theory, expectancy theory, equity theory, and goal setting theory. Applications of motivation discussed are job design approaches like job rotation and enrichment. Goal setting is described as directing behavior through performance targets. The document presents an overview of key concepts and models in understanding work motivation.

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122 views

Ch6. Motivational Needs, Processes and Application

This document discusses various theories and applications of work motivation. It defines motivation and identifies primary and secondary needs. Major theories covered include Maslow's hierarchy, Herzberg's two-factor theory, expectancy theory, equity theory, and goal setting theory. Applications of motivation discussed are job design approaches like job rotation and enrichment. Goal setting is described as directing behavior through performance targets. The document presents an overview of key concepts and models in understanding work motivation.

Uploaded by

woopy
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Chapter 6

Motivational Needs,
Processes and
application
Objectives

• DEFINE THE MOTIVATION • IDENTIFY THE PRIMARY AND • DISCUSS THE MAJOR • PRESENT THE MOTIVATIONAL • DESCRIBE THE
PROCESS. SECONDARY NEEDS. THEORIES OF WORK APPLICATION OF JOB DESIGN. MOTIVATIONAL APPLICATION
MOTIVATION. OF GOAL SETTING.
What is Motivation?

Motivation is a process that starts with a physiological


or psychological need that activates behavior or a
drive that is aimed at goal or incentive.

Derived from the word “MOTIVE” which means


needs, desires, wants or the drives within the
individual

Basic process of Motivation

NEEDS DRIVES INCENTIVES


Identify the primary and secondary needs.
Primary motives are unlearned and physiologically based. These include hunger, thirst,
and sleep, avoidance of pain, sex, and maternal concern

Secondary motives must be learned and are psychologically based. Organizational


behavior is particularly concerned with secondary motives such as needs for power,
achievement, affiliation, security and status.

Extrinsic motives are tangible and visible to others. They are distributed by other
people (or agents). In the workplace, extrinsic motivators include pay, benefits, and
promotions.

Intrinsic motives are internally generated. In other words, they are motivators that the
person associates with the task or job itself. Intrinsic rewards include feelings of
responsibility, achievement, accomplishment, that something was learned from an
experience, feelings of being challenged or competitive, or that something was an
engaging task or goal.
Work-Motivation Theories
Major Types of Motivation Theories

Content Theories Process Theories


• Maslow’s Need Hierarchy Theory • Equity theory
• ERG Theory • Expectancy theory
• Herzberg’s Two Factors Theory • Goal-setting theory
• McClelland Theory of Need • Reinforcement theory
• Porter and Lawler Theory
Content Theories of Work Motivation
Also known as need theory
proposed sophisticated wage
mainly focuses on the
incentive models to motivate
internal factors that energize
workers.
and direct human behavior.

Process Theories of Work Motivation

Process theories of motivation It explain how workers select


provide an opportunity to behavioural actions to meet their
understand the thought needs and determines their
processes that influence behavior. choices
Maslow’s Need Hierarchy
Theory
Maslow's hierarchy of needs is based
on five levels (physiological, safety,
love, esteem, and self-actualization)
which are hierarchically organized.
Maslow believed that once a given
level of need is satisfied, it no longer
serves to motivate, and the next level
is activated to motivate the individual.
This is important to organizational
behavior because it is recognized that
humans in the workplace have diverse
motives.
Herzberg’s Two-Factor Hygiene Factors
Company policy and administration
Theory of Motivation Supervision, technical
Salary
The central concept of Herzberg’s Interpersonal relations, supervisor
Two Factors Theory is that factors Working conditions
which contribute to the job
satisfaction are motivators and the Motivation Factors
factors contributing to job Achievement
dissatisfaction are hygiene factors Recognition
which do not provide any motivation. Work itself
Responsibility
Advancement
The Porter-Lawler
Expectancy Theory of
Work Motivation
Porter and Lawler start with the
premise that motivation does not
equal satisfaction or performance.

The Porter-Lawler model suggests,


and this is a significant turn of events
from conventional wisdom that
performance leads to satisfaction.
The Porter-Lawler Expectancy Theory of Work Motivation
Equity Theory of
Work Motivation
Inputs and outcomes are based on person’s
Equity Theory argues that a major perception. Motivation under this perspective
input into job performance and can be defined by the drive to restore equity.
satisfaction is the degree of equity or This may be done in several ways:
inequity that people perceive in their
work situation. 1. Alter the inputs or outcomes
2. Cognitively distorts the inputs or outcomes
Inequity occurs when a person 3. Leave the field
perceives that the ratios of his/her 4. Act on the other
outcomes to inputs are not the same 5. Change the other
compared to a significant other.
Attribution Theory
Attribution refers simply to how people
explain the cause of another’s or their
own behavior.

Two general types of attributions that


people make:

•Dispositional attributions
•Situational attributions
Attribution Theory
A. Attribution theories usually share the following assumptions:
1. We seek to make sense of our world.
2. We often attribute people’s actions either to internal or external causes.
3.We do so in fairly-logical ways.
B. Locus of control, work behavior may be explained by whether employees perceive their
outcomes as controlled internally or externally. Other dimensions besides the internal and
external locus of control also need to be accounted for and studied. These could include
stability dimension, bad-luck and good-luck attributes.
C. Attribution errors: Social psychologists recognize two potent biases when people make
attributions – fundamental attribution error and self-serving bias.
Other emerging theories of work motivation
also are emerging from cognitive psychology.
a. Control theory focuses on analyzing the
Other Work Motivation degree to which individuals perceive they are
in control of their own lives or are in control of
Theories: Control and their jobs.
Agency b. Agency theory looks at the motivating
potential of relationships between principals
(i.e., owners or top management) and agents
(i.e., supervisors or employees).
c. The assumption is that the interests of
principals and agents diverge or may conflict
with one another. The implication for
organizational behavior involves how the
principals can limit divergence by establishing
appropriate rewards or incentives for the agent
that leads to the desired outcomes. Agency
theory has been criticized for its failure to
account for intrinsic as well as extrinsic
motives.
Present the motivational application of job design

Job design may be defined as the methods that management uses to


develop the content of a job, including all relevant tasks, as well as the
processes by which jobs are constructed and revised.

A summary of the major job design applications follows.


1. Job rotation is the simplest form of job design involves moving employees
from one relatively simple job to another after short time periods.

2. Job enlargement involves increasing the number of tasks each employee performs

3. Job enrichment represents an extension of the earlier, more simplified job


rotation and job enlargement techniques of job design.
4. The Hackman- Oldham job characteristics model of work motivation, recognizes that
certain job characteristics contribute to certain psychological states and that the strength of
employees’ need for growth has an important moderating effect.
Describe the motivational application of goal setting

Goal setting is the process of motivating employees by establishing effective


and meaningful performance targets.

1. Locke’s theory of goal setting goes beyond expectancy theories of


work motivation, because people strive to attain goals in order to
satisfy their emotions and desires. Goals provide a directional nature
to people’s behavior and guide their thoughts and actions to one
outcome rather than another. Consequences, feedback, or
reinforcement are the result of individual responses to the goals.
2. Locke relates goals to performance and satisfaction in the model shown in
figure 6.9.
3. Locke relates goals to performance and satisfaction in the model shown in
figure Goal orientation, growth mindset, benchmarking, stretch target, and
goal source are other performance management application techniques
associated with goal setting.
 
4. Goal setting can be used to create psychological contracts with
employees. Instances of contract violations may inhibit the success rates of
goal setting. These violations include restructuring, downsizing, increased
reliance on temporary workers, and globalization.
Thank you

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