Unit 6: Motivation and Job

Satisfaction
Performance = f(A x M x O)
 Meaning of Motivation
• Motivation is the process by which a person’s efforts are
energized, directed, and sustained toward attaining a goal. It
is any influence that triggers, directs or maintains behavior

• The intensity, direction, and persistence of effort a person

shows in reaching a goal:
◻ Intensity: How hard a person tries
◻ Direction: Where effort is channelled
◻ Persistence: How long effort is maintained
 Motivators
• Intrinsic Motivators
– A person’s internal desire to do something, due to
such things as interest, challenge, and personal
satisfaction.
• Extrinsic Motivators
– Motivation that comes from outside the person
and includes such things as pay, bonuses, and
other tangible rewards.
Content Vs Process 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.
 Needs/Content Theories of Motivation
• Basic idea
– Individuals have needs that, when unsatisfied, will
result in motivation
• Maslow’s Hierarchy of Needs Theory
• ERG Theory
• McClelland’s Theory of Needs
• Motivation-Hygiene Theory
Content Theories of Motivation
Maslow’s Alderfer’s Herzberg’s McClelland’s
Need Hierarchy ERG Theory Theory Learned Needs
Self- Need for
Actualization Achievement
Growth Motivators
Need for
Esteem
Power
Need for
Belongingness Relatedness
Affiliation
Safety Hygienes
Existence
Physiological
Maslow’s Hierarchy
● Each individual has needs, or feelings of deficiency that drive their
behavior
● Needs are in a hierarchy that an individual moves up as they satisfy
levels of needs
● Needs start at the lowest level
● Once a need is satisfied, then it is no longer motivating
● Once a level is reached and satisfied, we will strive for the next level
● Self-actualization isn’t achieved by everyone, but everyone can
reach their potential
Levels of Needs
● Physiological/Survival needs
● Food, Clothing, Shelter, Air
● Security
● Feel safe, absence of pain, threat, or illness
● Affiliation
● friendship, company, love, belonging
● first clear step up from physical needs
Need levels (cont.)
● Esteem Needs
● self-respect, achievement, recognition, prestige
● cues a person's worth
● Self-Actualization
● personal growth, self-fulfillment, realization of
full potential
 Maslow’s Hierarchy of Human Needs
Level of Need Business Conditions

Self-Actualization Challenging work that stretches

an individual Self-Actualization

Esteem Needs Recognition for a job well done

Esteem Needs

Social Needs Working in teams or groups

Social Needs

Safety Needs Job security

Safety Needs

Physical Needs Income to meet daily

Physical Needs
essentials
Alderfer’s ERG
● Consolidates Maslow into 3 categories
● Existence-physiological and security
● Relatedness-affiliation
● Growth-esteem and self-actualization
 Alderfer’s ERG Theory
• Existence
– Concerned with providing basic material existence
requirements.
• Relatedness
– Desire for maintaining important interpersonal
relationships.
• Growth
– Intrinsic desire for personal development.
ERG Model of Motivation
Frustration-Regression Satisfaction-Progression

Growth Needs

Relatedness Needs

Existence Needs
Frustration-Regression
● Differs from Maslow
● When unable to satisfy upper level needs,
the individual will revert to satisfying lower
level needs
● Interesting point from research....growth
stimulates growth
 Need for
Achievement The Theory
(nAch)
of Needs
Need for
Power
(nPow)

Need for David

Affiliation McClelland
(nAff)
McClelland’s Learned Needs
● Needs are acquired through interaction with
environment
● Not a hierarchy, but degrees of each type of
need or motive responsible for motivation
 McClelland’s Theory of Needs
• Need for achievement (nAch)
– The drive to excel, to achieve in relation to a set of standards, to
strive to succeed. Motivate to meet some standard of excellence or
to compete
• Need for power (nPow)
– The need to make others behave in a way that they would not have
behaved otherwise. It’s a desire to influence and control others and
the environment
• Need for affiliation (nAff)
– The desire for friendly, close and meaningful interpersonal
relationships.
David McClelland –
3 Types of Motivational Need
■ Achievement Motivation (nAch)
a person with a strong motivational need
for achievement will seek out motivational
goals and feedback.
■ Result-driven attitude seen in successful
business people and entrepreneurs.
David McClelland –
3 Types of Motivational Need
■ Authority/power motivation (nPow)
a person with a strong need to dominate
and desires to control others. Wants to be
influential, effective, and make an impact.
■ Strong leadership instinct and when
authority is gained over others it brings
personal status and prestige.
David McClelland –
3 Types of Motivational Need
■ Affiliation Motivation (nAff)
a person with a need for friendly
relationships with others and is motivated
with interaction with others.
■ Good team members, need to be liked and
popular and to be held in high regard.
David McClelland –
3 Types of Motivational Need
Results
■ All three needs are found in varying degrees in all
workers and managers.
■ A managers motivation will effect how he believes others
are motivated.
■ Achievement motivated people get the most done but
can expect too much of workers and value achievement
over other needs of workers.
2 Factor Theory of Motivation
Herzberg’s Two Factor Theory
● Some variable prevent job dissatisfaction
and some variables produce motivation
● Hygiene factors-basic needs that will
prevent dissatisfaction
● light, temperature, pay, parking
● Motivators
● when present cause high levels of motivation
● interesting work, advancement, growth, etc.
Herzberg and the “two-factor” Theory

Job Satisfaction Job Dissatisfaction

results from results from
Achievement Company policy and administration

Recognition for achievement Supervision

The work itself Salary

Responsibility Relations with others

Advancement Working Conditions

 Comparison of Satisfiers
and Dissatisfiers
Factors characterizing events on the job
that led to extreme job dissatisfaction
Factors characterizing events on
the job that led to extreme job
satisfaction
Process Theories
● Reinforcement Theory
● Expectancy
● Equity
● Justice Theory
● Goal Setting
Equity theory of Motivation
• Outcome/Output
– Anything a person gets from a job or an organization
• Pay, job security, autonomy, accomplishment
• Input
– Anything a person contributes to his or her job or
organization
• Time, effort, skills, knowledge, work behaviors
 Adams and Equity Theory
■ Employees are demotivated if they believe their
inputs are greater than their outputs.

■ When this is in balance, employees will respond

with positive attitudes and high levels of
motivation.
Equity theory’s “Relevant Others”
Can be four different situations:
Self-Inside
•The person’s experience in a different job in the same
organisation
Self-Outside
•The person’s experience in a different job in a different
organisation
Other-Inside
•Another individual or group within the organisation

Other-Outside
•Another individual or group outside of the organisation
Equity theory and the role of social
comparison
Reactions to inequity
Employee behaviours to create equity:
❖ Change inputs (slack off)
❖ Change outcomes (increase output)
❖ Distort/change perceptions of self
❖ Distort/change perceptions of others
❖ Choose a different referent person (focus on another
person to reference)
❖ Leave the field (quit the job)
 Goal-Setting Theory of Motivation
Goal setting
➢ The process of developing,
negotiating, and formalizing the
targets or objectives that a
person is responsible for
accomplishing.

Copyright © 2010 John Wiley & Sons, Inc. 5-35

 Goal-Setting Theory of Motivation
Difficult goals are more likely to lead to higher
performance than are less difficult ones.

Specific goals are more likely to lead to higher

performance than vague or very general ones.
Copyright © 2010 John Wiley & Sons, Inc. 5-36
● Task feedback is likely to motivate people toward
higher performance by encouraging the setting of
higher performance goals.
● Goals are most likely to lead to higher performance
when people have the abilities and the feelings of
self-efficacy required to accomplish.
● Goals are most likely to motivate people toward
higher performance when they are accepted by the
individual, and there is commitment to them.
Copyright © 2010 John Wiley & Sons, Inc. 5-37
Expectancy Theory
● Combines goal setting and reinforcement
theories
● Three questions drive motivation
● With effort can I perform?
● With performance, will I be rewarded?
● Do I value the rewards?
Victor Vroom’s Expectancy theory
■ Expectancy theory - the theory that an
individual tends to act in a certain way
based on the expectation that the act will
be followed by a given outcome and on
the attractiveness of that outcome to the
individual.
 Vroom and Expectancy Theory 3 Beliefs
❑ Expectancy (effort-performance linkage)
The perceived probability that an individual’s effort will result in a certain
level of performance.
❑ Instrumentality
The perception that a particular level of performance will result in
attaining a desired outcome (reward).
❑ Valence
The attractiveness/importance of the performance reward (outcome) to
the individual.

■ If just one of these items is missing, employees will not be motivated.

Therefore, managers should try to ensure that employees believe that
increased work effort will improve performance and that this performance
will lead to valued rewards.
Elements in the expectancy theory of
motivation
Expectancy Theory of Motivation

E-to-P P-to-R Outcomes

Expectancy Instrumentality & Valences

Outcome 1
+ or -

Effort Performance Outcome 2

+ or -
Outcome 3
+ or -
Expectancy theory
◻ Motivation (M), expectancy (E), instrumentality
(I), and valence (V) are related to one another
in a multiplicative fashion:
M=ExIxV
◻ If either E, I, or V is low, motivation will
be low.
 Job Satisfaction
Job satisfaction is defined as the extent to which an
employee feels self-motivated, content & satisfied with
his/her job. Job satisfaction happens when an
employee feels he or she is having job stability, career
growth and a comfortable work life balance. This
implies that the employee is having satisfaction at job
as the work meets the expectations of the individual.
Definition of job satisfaction
E. A. Locke describe job satisfaction as, “the pleasurable emotional state resulting
from the appraisal of one’s job as achieving or facilitating the achievement of one’s
job values”

According to P. E. Spector, “Job satisfaction is the extent to which people like or

dislike their jobs”.

De Nobile defined job satisfaction as “the extent to which a staff member has
favorable or positive feelings about work or the work environment.”

According to S.P. Robbins, “Job satisfaction refers to an individual’s general

attitude toward his or her job.”
The Effect of Job Satisfaction on Employee Performance
⚫ Satisfaction and Productivity
⚪ Satisfied workers are more productive AND more
productive workers are more satisfied!
⚪ Worker productivity is higher in organizations with more
satisfied workers.
⚫ Satisfaction and Absenteeism
⚪ Satisfied employees have fewer avoidable absences.

⚫ Satisfaction and Turnover

⚪ Satisfied employees are less likely to quit.
⚪ Organizations take actions to retain high performers and
to weed out lower performers. © 2007 Prentice Hall Inc. All rights