Motivation Theories 2

MB463: Organisational Behaviour

Motivation theories

MB463: Organisational Behaviour

Objectives After this session you will be able to: • define ‘motivation’ • distinguish between content and process theories • understand theories such as Maslow’s hierarchy of needs, Herzberg’s motivation theory and Vroom’s expectancy model • apply these theories in the workplace.

MB463: Organisational Behaviour

Definitions • • • •

Motivation is typified as an individual phenomenon Motivation is described, usually, as intentional Motivation is multifaceted The purpose of motivational theories is to predict behaviour. Mitchell defines motivation as, ‘the degree to which an individual wants and chooses to engage in certain specified behaviours’. (Mullins 2005:471)

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MB463: Organisational Behaviour

Concept The underlying concept of motivation is some driving force within individuals by which they attempt to achieve some goal in order to fulfil some need or expectation. (Mullins 2005:471)

MB463: Organisational Behaviour

Caution! The complexity of the interacting variables this describes needs to be recognised. In practice this is represented in a simple model of needs and expectations at work. - intrinsic satisfaction - economic rewards - social relationships

MB463: Organisational Behaviour

Content theories • Attempt to explain those specific things which actually motivate the individual at work. • These theories are concerned with identifying people’s needs and their relative strengths, and the goals they pursue in order to satisfy these needs. • Place emphasis on the nature of needs and what motivates. (Mullins 2005:480)

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MB463: Organisational Behaviour

Maslow’s hierarchy of needs Represented as a pyramid: 1. Self actualisation 2. Self esteem 3. Social 4. Safety 5. Physiological

MB463: Organisational Behaviour

Herzberg’s motivation-hygiene theory • Motivation and job satisfaction • Hygiene or maintenance factors: – – – – –

Salary Job security Working conditions Level and quality of supervision Company policy and administration

• Motivators or growth factors: – – – – –

Sense of achievement Recognition Responsibility Nature of the work Personal growth and achievement

MB463: Organisational Behaviour

Process theories • Attempt to identify the relationship among the dynamic variables which make up motivation. • These theories are concerned with how behaviour is initiated, directed and sustained. • Place emphasis on the actual process of motivation. (Mullins 2005:480)

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MB463: Organisational Behaviour

Vroom’s expectancy model of motivation (1964) • Expectancy theories assume that motivation is a calculative process that is, people are influenced to contribute or withhold effort depending upon the expected outcomes of their actions. • Keywords: – – – –

effort expended effective level of performance availability of desired outcomes desired outcomes related to performance

MB463: Organisational Behaviour

Implications for managers • Managers should use rewards appropriately in terms of individual performance • Attempts to establish clear relationships between effortperformance and rewards, as perceived by the individual • Establish clear procedures for the evaluation of individual levels of performance • Pay attention to intervening variables such as abilities and traits, role perceptions, and organisational procedures.

MB463: Organisational Behaviour

Adams’ equity theory of motivation (1965) • Equity theory focuses on people’s feelings of how fairly they have been treated in comparison by others. • If they perceive that they have been treated inequitably they will take steps to remedy the inequity. • Like expectancy theories, equity is seen as a deliberately calculative process.

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MB463: Organisational Behaviour

Equity theory of motivation •

Adams identifies six behaviour which may result from the tensions associated with inequity: - changes to inputs - changes to outcomes - cognitive distortion - leaving the field - acting on others - changing the object of comparison

MB463: Organisational Behaviour

Locke’s Goal Theory of motivation (1968) Motivational technique rather than theory

• Goal theory assumes people to be calculative in their work behaviour. • Locke, however, stresses the intrinsic nature of people’s goals, suggesting that they are trying principally to satisfy their emotions and desires. • Goals direct work behaviour in order to achieve particular consequences or feedback. • Goal difficulty • Level of commitment

MB463: Organisational Behaviour

Practical implications for managers • Specific performance goals should be systematically be identified and set in order to direct behaviour and maintain motivation. • Goals should be set at a challenging but realistic level. • Complete, accurate and timely feedback and knowledge of results is usually associated with high performance. • Goals can be determined either by superiors (top-down management) or by individuals themselves (bottom-up) • Goal theory is reflected in MBO (Management by Objectives)

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MB463: Organisational Behaviour

Motivation of ‘knowledge workers’ (Tampoe 1994) • Knowledge workers are those who apply their theoretical and practical understanding of an area of knowledge to produce outcomes that have commercial, social or personal value. • Could be doctors, scientists, computer and personnel professionals, accountants, managers etc.

MB463: Organisational Behaviour

Motivation of knowledge workers • In addition to the individual’s own motivation, the performance of knowledge workers is dependent upon a mixture of the following: • Personal growth, especially self-developments rather than developing managerial or professional skills. • Autonomy, freedom to work within the rules. • Creative achievement,where work is of commercial value. Financial rewards, where salary plus bonus or personal effort is recognised.

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