6-1
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Human Relations, 3/e
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Chapter
6
Motivation:
Increasing Productivity
6-3
What is Motivation?
This question has puzzled scholars
and managers for many years. To be
truly motivated is to feel a need to
do whatever is necessary to reach a
goal or purpose. A large motivating
factor on the job is the
organizational climate.
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Human Relations, 3/e
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6-4
Major Theories of Motivation
Theories X and Y
Douglas McGregor
Need-Based Theories
Hierarchy of Needs: Abram Maslow
McClelland’s Needs: David McClelland
Two-Factor: Frederick Herzberg
Job Enrichment: Hackman and Oldham
Behavior-Based Theories
Expectancy: Victor Vroom
Reinforcement/Behavior Modification: B.F. Skinner
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Human Relations, 3/e
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6-5
General Theories of Motivation
In Chapter 4 you learned about Douglas
McGregor’s Theories X and Y, and how they related
to attitudes. Theories X and Y can also apply to
human motivation.
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Human Relations, 3/e
Theory X
Extrinsic
rewards
Theory Y
Intrinsic
rewards
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Examples of Intrinsic
and Extrinsic Rewards
Intrinsic Rewards
Extrinsic Rewards
Increased responsibility
Performance bonuses
Opportunities for personal
growth
Profit sharing program
Impressive titles
Ability to participate in
decision making
Pay raises
Variety of job activities
Preferred office furnishings
and lunch hours
More job freedom
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Human Relations, 3/e
6-6
Longer vacations
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6-7
Need-Based Theories of Motivation
 In the past, money was thought to be the
main motivator.
 Today, inner needs are often seen as more
important.
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6-8
Maslow’s Hierarchy of Needs
SelfActualization
Esteem
Belongingness
and love
Safety and
security
Physiological
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6-9
McClelland’s Manifest Needs Theory
Power
needs
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Affiliatio
n needs
Attention
needs
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6-10
Herzberg’s Two-Factor Theory
Hygiene factors
The Environment
Dissatisfaction
No
Dissatisfaction
 Pay
Motivators
The Job
No Job
Satisfaction
 Meaningful and
 Status
 Security
 Working conditions
 Fringe benefits
 Policies and administrative
practices
 Interpersonal relations
McGraw-Hill/Irwin
Human Relations, 3/e
Job
Satisfaction





challenging work
Recognition for
accomplishment
Feeling of achievement
Increased responsibility
Opportunities for growth
and advancement
The job itself
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6-11
Hackman-Oldham
Job Enrichment Model
Five Job
Characteristics
 Skill Variety
 Autonomy
 Task identity
 Feedback
 Task significance
Three Critical
Psychological
States
Personal and
Work Outcomes
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Human Relations, 3/e
 Experienced meaningfulness of the work
 Experienced responsibility for outcomes of the work
 Knowledge of the actual results of the work
High internal work
motivation
High satisfaction with
the work
High-quality work
performance
Low absenteeism and
turnover
Employee Growth-Need Strengths
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6-12
Behavior-Based Theories of Motivation
Expectancy Theory
Expectancy
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Human Relations, 3/e
Instrumentality
Valence
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Reinforcement Theory and
Behavior Modification
6-13
 The ideas of reinforcement theory
are becoming more and more
popular in business today. Most of
the ideas upon which this theory is
based come from the work of
psychologist B.F. Skinner.
continued
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Human Relations, 3/e
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Reinforcement Theory and
Behavior Modification continued
6-14
 The major concept of Skinner’s
reinforcement theory is behavior
modification.
 Behavior modification is the process of
changing behavior because of a
reward, or lack of reward.
continued
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Human Relations, 3/e
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Reinforcement Theory and
Behavior Modification continued
6-15
 Examples of effective reinforcers (or
incentives) overlap considerably with
examples of extrinsic rewards, since they
are essentially the same thing.
 To make reinforcers or incentives more
effective, the employees involved should
have the opportunity for goal setting.
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Human Relations, 3/e
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6-16
Suggestions for Goal Setting
1. Have employees participate in the goal
setting process.
2. Make goals challenging but attainable,
specific, and attractive.
3. Provide feedback on how the employees
are doing in meeting their goals.
4. Reward employees for reaching their
goals.
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Human Relations, 3/e
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6-17
Motivation and Self-Esteem
 As studies of motivational theories
show, the desire to feel better about
yourself is a main motivator in the
workplace. In the same way, you
are also motivated not to perform
tasks that threaten your selfesteem.
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6-18
Self-Esteem and Job Performance
 The attempt to maintain self-
esteem on the job is important in
understanding your motivation to
do a task at all.
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Human Relations, 3/e
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Strategy for Success 6.1:
6-19
Applying McClelland’s Theory
1. Take a look at your needs.
2. Take a look at what you want in
life.
3. Take a look at how the need areas
apply in the workplace.
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Human Relations, 3/e
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Strategy for Success 6.2:
6-20
Changing Your Behavior
1. Change a behavior or bad habit.
2. Take small steps to reach your goal
using Skinner’s idea of shaping.
3. Find a small reward to motivate
you.
4. Reward yourself to reinforce the
desired behavior.
McGraw-Hill/Irwin
Human Relations, 3/e
© 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Chapter
6
End of Chapter 6