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Class5.MotivationTheory§5.1conceptMotivation:•thewillingnesstoexerthighlevelsofefforttowardorganizationalgoals,conditionedbytheeffort’sabilitytosatisfysomeindividualneed•Need:someinternalstatethatmakescertainoutcomesappearattractive•Process:unsatisfiedneed---tension---drives---searchbehavior---satisfiedneed----reductionoftensionClass5.MotivationTheory§5.2EarlytheoryofMotivationThe1950swereafruitfulperiodinthedevelopmentofmotivationconcepts.3specifictheorieswereformulatedduringthistime1.HierarchyofNeedsTheoryAbrahamMaslow•Thereisahierarchyof5needs---physiological,safety,social,esteem,&self-actualization---andaseachneedissequentiallysatisfied,thenextneedbecomesdominant•Separation:Lowerorderneeds---needsthataresatisfiedexternally;physiological&safetyneeds•review:1.intuitivelylogical,easeofunderstanding,receivingwiderecognition,particularlyamongpracticingmanagers.2.littleempiricalsupport2.TheoryXandTheoryYDouglasMcGregorproposed2distinctviewsofhumanbeing•Theassumptionthatemployeesdislikework,arelazy,dislikeresponsibility,&mustbecoercedtoperform•employeesdislikework&,wheneverpossible,willattempttoavoidit;Theymustbecoerced,controlled,orthreatenedwithpunishmenttoachievegoals;avoidresponsibilities&seekformaldirectionwheneverpossible;Mostworkersplacesecurityaboveallotherfactorsassociatedwithwork&willdisplaylittleambition•TheoryY:Theassumptionthatemployeeslikework,arecreative,seekresponsibility,&canexerciseself-directionhigherorderneedsdominateindividuals3.Motivation-HygieneTheoryFrederickHerzberg,individual’srelationtohiswork•Intrinsicfactorsarerelatedtojobsatisfaction,whileextrinsicfactorsareassociatedwithdissatisfaction•satisfaction,Nosatisfaction•Hygienefactors:thosefactors---suchascompanypolicy&administration,supervision,&salary---that,whenadequateinjob,placateworkers.Whenthesefactorsareadequate,peoplewillnotbedissatisfiedClass5.MotivationTheory§5.2ContemporarytheoryofMotivationhavingonethingincommon:eachhasareasonabledegreeofvalidsupportingdocumentation1.ERGtheoryClaytonAlderferofYalereworkedMaslow’stheorytoalignitmorecloselywiththeempiricalresearch•Thereare3groupsofcoreneeds:existence,relatedness,&growth•Difference:(1)morethan1needmaybeoperativeatthesametime,(2)ifthegratificationofahigherlevelneedsisstifled,thedesiretosatisfyalowerlevelneedincreases•Maslow:arigidsteplikeprogression.ERG:containsafrustration-regressiondimension•SeveralstudieshavesupportedtheERGtheory:nativesofSpain&Japanplacesocialneedsbeforetheirphysiologicalrequirements2.McClelland’stheoryofneedsAch,pow,affare3importantneedsthathelptounderstandMo•Achievementneed:Thedrivetoexcel,toachieveinrelationtoasetofstandards,tostrivetosucceed•nPow:thedesiretomakeothersbehaveinawaythattheywouldnototherwisehavebehavedin•nAff:thedesireforfriendly&closelyinterpersonalrelationships•Highachieverspreferringpersonalresponsibility,feedback,moderaterisks---successfulinentrepreneurialactivities,salespeople&runningaself-containedunitwithinalargeorganization;Thebestmanagersarehigh-powerneed&low-affiliationneed,levelinahierarchicalorganization3.CognitiveEvaluationTheorymayberelevanttothatsetofjobsthatfallsinbetween--neitherextremelydullnorintersting•Allocatingextrinsicrewardsforbehaviorthathadbeenpreviouslyintrinsicallyrewardedtendstodecreasetheoveralllevelofmotivation•Explanation:theindividualexperiencesalossofcontroloverhisbehaviorsothepreviousintrinsicmotivationdiminishes;theeliminationofextrinsicrewardscanproduceashift--fromanexternaltoaninternalexplanation•Ifextrinsicrewardsaretobeeffectivemotivators,theyshouldbemadecontingentonanindividual’sperformance?•Independent?Substitution?Testdonewithstudents;highintrinsicmotivationlevelsarestronglyresistanttothedetrimentalimpactsofextrinsicrewards4.Goal-settingTheoryinthelate1960sEdwinLockeproposedthatintentiontoworktoagoalisamajorsourceofmotivation•Thetheorythatspecific&difficultgoalsleadtohigherperformance.Specificity,challenge,feedback•thespecificityofthegoalactasaninternalstimulusthanthegeneralizedgoal;Factorslikeability&acceptancegiven,difficultgoalsexertahighlevelofeffort;feedbackhelpsidentifydiscrepanciesbetweentheadvance&goal.•Self-generatedfeedback(monitoringhisownprogress)---amorepowerfulmotivator;Participativegoalsmayhavenosuperiorityoverassignedgoalswhenacceptanceistakenasagiven,participationaddtheoddsthathardergoalsbeagreed5.Reinforcementtheory•Moderator:goalcommitment,adequateself-efficacy,nationalculture•self-efficacy:theindividual’sbeliefthatheorsheiscapableofperformingatask;Culturebound:lowpowerdistance&uncertaintyavoidance,highinqualityoflife;notinPortugal,Chile•reinforcementtheory:behaviorisafunctionofit’sconsequences.Strictlyspeaking,it’snotatheoryofmotivation6.Equitytheory•Individualscomparetheirjobinputs&outcomeswiththoseofothers&thenrespondsoastoeliminateanyinequities•4referentcomparisons:Self-inside--one’sexperienceinadifferentpositioninsidehiscurrentorganization;Self-outside;Other-inside;Self-outside•Minorqualifications:1.peoplehaveagreatdealmoretoleranceofoverpaymentinequitiesthanofunderpaymentin