Work Motivation
Work Motivation
 Definition

Internal State that directs individuals to certain
goals and objectives


Not directly observable
Inferred from behavior
 variability in behavior is not result of
 differences in ability
 situational (environmental) factors
Work Motivation
 Theories of Work Motivation

Internal (Content) Theories


Identify factors within an individual that energize,
direct, sustain, and stop behavior.
External (Process) Theories

Describe how personal and situational
(environmental) factors interact and influence
each other to produce certain kinds of behavior
MASLOW’S HIERARCHY OF NEEDS
ACTUALIZATION
ESTEEM
SOCIAL
SAFETY
PHYSICAL
McClelland’s Learned Needs
 Need for Achievement
 a need to accomplish goals, excel, and strive
continually to do things better.
 Need for Affiliation
 desire for friendly and close interpersonal relationships
 affiliative interest
 affiliative assurance
 Need for Power
 the need to influence and lead others and be in control
of one’s environment
 socialized power
 personalized power
Equity Theory
We Larry
are motivated by perceived
Moe inequity (unfairness)
Curly
Perceived inequity creates a state of “unpleasant” z z
z
tension that we are motivated to reduce
How do we perceive inequity (unfairness)?
According to Adams, inequity is perceived when our
our
perception
perception
of the ratio of our Inputs to Outputs is
different from that of a comparison other .
– amount of
AnInputs
example:
work, KSAs, experience
Outputs – pay,
promotions, perqs
Reducing Inequity
 Change your inputs
 Change your outputs
 Change your comparison other
 Alter your perceptions
Expectancy Theory
Valence - attractiveness of the outcomes to employees
Instrumentality - strength of belief that
Job
outcomes
pay,ofpromotions)
performance
results
in outcome
Expectancy
- (e.g.,
strength
belief that
effort attainment
will result in successful performance
Expectancy Theory (Vroom, 1964)
 Five Components





Job outcomes (e.g., pay, promotions)
Valence - attractiveness of the outcomes to
employees
Instrumentality - strength of belief that
performance results in outcome attainment
Expectancy - strength of belief that effort will
result in successful performance
Force - amount of pressure within the person to
be motivated
Goal Setting Theory
 Function of Goals


basis of motivation
direct behavior

For goals to be effective
 individuals must be aware of goals
 must accept the goals

Factors that influence effectiveness of goal
setting
 goals must be specific
 goals should be difficult but attainable
Herzberg’s Two Factor Theory
Hygiene Factors
salary
company policy
physical facilities
administration
working conditions
co-worker relations
Motivators
challenge
autonomy
advancement
recognition