3 Groups of Motivational Theories

3 Motivational Need Theories

• Self-actualization

• Maslow

• Alderfer

• McClelland

• Higher
• Order
• Needs

• Lower
• Order
• Needs

• Esteem
• self
• interpersonal

• Safety & Security interpersonal
• physical

• Need for
• Achievement

• Need for
• Power

• Relatedness

• Need for
• Affiliation

• Existence

• Growth

• Belongingness (social & love)

• Physiological

Herzberg’s Two-Factor Theory

• Hygiene Factor - work condition related to dissatisfaction caused by discomfort or pain
• maintenance factor
• contributes to employee’s feeling not dissatisfied
• contributes to absence of complaints
• Motivation Factor - work condition related to the satisfaction of the need for psychological growth
• job enrichment
• leads to superior performance & effort

Motivation–Hygiene Theory of Motivation

• Hygiene factors avoid
• job dissatisfaction

• Company policy & administration
• Supervision
• Interpersonal relations
• Working conditions
• Salary
• Status
• Security

• SOURCE: Adapted from Frederick Herzberg, The Managerial Choice: To be Efficient or to Be Human. (Salt Lake City: Olympus, 1982). Reprinted by permission.

• Achievement
• Achievement recognition
• Work itself
• Responsibility
• Advancement
• Growth
• Salary?

• Motivation factors increase job satisfaction

Motivation-Hygiene Combinations

• (Motivation = M, Hygiene = H)

Individual—Organizational Exchange Relationship

Organizational goals Departmental objectives Job tasks	Physiological needs Security needs Physical needs
Company status Benefits Income	Developmental potential Employee knowledge Employee skills and abilities

• Individual

• Organization

• Demands

• Contributions

• SOURCE: Reproduced with permission from McGraw-Hill, Inc.

Adams’s Theory of Inequity

• Inequity - the situation in which a person perceives he or she is receiving less than he or she is giving, or is giving less than he or she is receiving

Motivational Theory of Social Exchange

• Equity Outcomes = Outcomes Inputs Inputs

• Negative Outcomes < Outcomes Inequity Inputs Inputs

• Positive Outcomes > Outcomes Inequity Inputs Inputs

• Person Comparison
• other

Strategies for Resolution of Inequity

• Alter the person’s outcomes
• Alter the person’s inputs
• Alter the comparison other’s outputs
• Alter the comparison other’s inputs
• Change who is used as a comparison other
• Rationalize the inequity
• Leave the organizational situation

New Perspectives on Equity Theory

• Equity Sensitive

• I prefer an equity ratio equal to that of my comparison other

New Perspectives on Equity Theory

• Benevolent

• I am comfortable with an equity ratio less than that of my comparison other

New Perspectives on Equity Theory

• Entitled

• I am comfortable with an equity ratio greater than that of my comparison other

Expectancy Theory of Motivation: Key Constructs

• Valence - value or importance placed on a particular reward
• Expectancy - belief that effort leads to performance
• Instrumentality - belief that performance is related to rewards

Expectancy Model of Motivation

• Performance

• Reward

• Effort

• Effort

• Perceived effort–
• performance
• probability

• Perceived
• value of reward

• Perceived
• performance–
• reward probability

• “If I work hard,
• will I get the job
• done?”

• “What rewards
• will I get when
• the job is well done?”

• “What rewards
• do I value?”

3 Causes of Motivational Problems

• Belief that effort will not result in performance
• Belief that performance will not result in rewards
• The value a person places on, or the preference a person has for, certain rewards

Moral Maturity

• Moral Maturity - the measure of a person’s cognitive moral development

• Morally mature people behave and act based on universal ethical principles.

• Morally immature people behave and act based on egocentric motivations.