Motivation Concepts,Chapter SIX, 2007 Prentice Hall Inc. All rights reserved.,What Is Motivation?,Direction,Persistence,Intensity,Key Elements Intensity: How hard a person tries Direction: Toward beneficial goal Persistence: How long a person tries,Motivation The processes that account for an individuals intensity, direction, and persistence of effort toward attaining a goal,What Is Motivation?, 2007 Prentice Hall Inc. All rights reserved.,Hierarchy of Needs Theory (Maslow),Hierarchy of Needs Theory There is a hierarchy of five needs: physiological, safety, social, esteem, and self-actualization; as each need is substantially satisfied, the next need becomes dominant.,Self-Actualization The drive to become what one is capable of becoming, 2007 Prentice Hall Inc. All rights reserved.,Maslows Hierarchy of Needs,E X H I B I T 61,Lower-Order Needs Needs that are satisfied externally; physiological and safety needs,Higher-Order Needs Needs that are satisfied internally; social, esteem, and self-actualization needs,Self Esteem Social Safety Physiological, 2007 Prentice Hall Inc. All rights reserved.,Assumptions of Maslows Hierarchy,Movement Up the Pyramid Individuals cannot move to the next higher level until all needs at the current (lower) level are satisfied.,Maslow Application A homeless person will not be motivated to meditate!,Individuals therefore must move up the hierarchy in order., 2007 Prentice Hall Inc. All rights reserved.,Herzbergs Two-Factor Theory,Bottom Line: Satisfaction and dissatisfaction are not opposites of the same thing!,Separate Constructs Hygiene FactorsExtrinsic and Related to Dissatisfaction Motivation FactorsIntrinsic and Related to Satisfaction,Hygiene Factors Salary Work Conditions Company Policies,Motivators Achievement Responsibility Growth, 2007 Prentice Hall Inc. All rights reserved.,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,E X H I B I T 62,Source: Reprinted by permission of Harvard Business Review. An exhibit from One More Time: How Do You Motivate Employees? by Frederick Herzberg, SeptemberOctober 1987. Copyright 1987 by the President and Fellows of Harvard College: All rights reserved., 2007 Prentice Hall Inc. All rights reserved.,Contrasting Views of Satisfaction and Dissatisfaction,E X H I B I T 63, 2007 Prentice Hall Inc. All rights reserved.,David McClellands Theory of Needs,Need for Achievement The drive to excel, to achieve in relation to a set of standards, to strive to succeed,Need for Affiliation The desire for friendly and close personal relationships,Need for Power The need to make others behave in a way that they would not have behaved otherwise,Bottom Line Individuals have different levels of needs in each of these areas, and those levels will drive their behavior., 2007 Prentice Hall Inc. All rights reserved.,Matching High Achievers and Jobs,E X H I B I T 64, 2007 Prentice Hall Inc. All rights reserved.,Cognitive Evaluation Theory,Cognitive Evaluation Theory Providing an extrinsic reward for behavior that had been previously only intrinsically rewarding tends to decrease the overall level of motivation The theory may be relevant only to jobs that are neither extremely dull nor extremely interesting.,Hint: For this theory, think about how fun it is to read in the summer, but once reading is assigned to you for a grade, you dont want to do it!, 2007 Prentice Hall Inc. All rights reserved.,E X H I B I T 65,What Would Herzberg Say? What Would Maslow Say?, 2007 Prentice Hall Inc. All rights reserved.,Goal-Setting Theory (Edwin Locke),Basic Premise: That specific and difficult goals, with self-generated feedback, lead to higher performance.,But, the relationship between goals and performance will depend on: Goal commitment “I want to do it & I can do it” Task characteristics (simple, well-learned) National culture, 2007 Prentice Hall Inc. All rights reserved.,Goal Setting in Action: MBO Programs,Management By Objectives Programs Company wide goals and objectives Goals aligned at all levels Based on Goal Setting Theory, 2007 Prentice Hall Inc. All rights reserved.,What Is MBO?,Key Elements Goal specificity Participative decision making An explicit time period Performance feedback,Management by Objectives (MBO) A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress, 2007 Prentice Hall Inc. All rights reserved.,Cascading of Objectives,E X H I B I T 61, 2007 Prentice Hall Inc. All rights reserved.,Linking MBO and Goal-Setting Theory,MBO Goal-Setting Theory Goal SpecificityYesYes Goal DifficultyYesYes FeedbackYesYes ParticipationYesNo(qualified), 2007 Prentice Hall Inc. All rights reserved.,Why MBOs Fail,Unrealistic expectations about MBO results Lack of commitment by top management Failure to allocate reward properly Cultural incompatibili