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Motivation
Chapter 9
Motivation
Copyright 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Learning Objectives
1. Explain what motivation is and why managers need
to be concerned about it
2. Describe from the perspectives of expectancy theory
and equity theory what managers should do to have
a highly motivated workforce
3. Explain how needs motivate people
4. Explain why and how managers can use pay as a
major motivation tool
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Effort
how hard the individual will work
Persistence
whether the individual will keep trying or give up
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Outcome
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
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Expectancy Theory
Formulated by Victor H. Vroom
The theory that motivation will be high when
workers believe that:
high levels of effort lead to high performance
(high value of Expectancy) (E: 0 to 1); and
high performance leads to the attainment of
desired outcomes [high value of Instrumentality (I)
and high positive value of Valence (V)]
(I: 0 to 1) (V: -1 to +1)
Motivation = V I E (Range from -1 to +1)
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E: 0 to 1
I: 0 to 1
V: -1 to +1
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Expectancy Theory
Figure 9.3
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Expectancy Theory:
Management Implications
Factors
Objective
Management implications
Expectancy
Increase employees
belief that if they do try
hard, they can actually
succeed
Instrumentality
Increase employees
Link performance to desired outcomes
belief that good
Clearly communicate this linkage to
performance will result in
employees
certain (valued) outcomes Make sure that outcomes available are
distributed on the basis of performance
Valence
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Need Theories
Theories of motivation that focus on what needs
people are trying to satisfy at work and what
outcomes will satisfy those needs
Basic premise is that people are motivated to
obtain outcomes at work to satisfy their needs
To motivate a person to perform at high level,
manager must
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Motivator needs:
Achievement
Recognition
Work itself
Responsibility
Advancement & growth
Hygiene needs:
Salary
Working conditions
Interpersonal relationships
Supervisors
Security
Extreme
dissatisfaction
No
dissatisfaction
Neutral
No satisfaction
Extreme
satisfaction
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Equity Theory
Formulated by J. Stacy Adams
This theory says that employees perceive what they
get from a work situation (outcomes) in relation to
what they put into it (inputs), and then compare
their outcome/input ratio with the outcome/input
ratio of relevant others
Equity
Justice, impartiality, and fairness to which all organizational
members are entitled
Inequity
Lack of fairness
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Equity Theory
Table 9.2
Underpayment inequity
exists when a person perceives that his own outcomeinput ratio
is less than the ratio of a referent
Overpayment inequity
exists when a person perceives that his own outcomeinput ratio
is greater than the ratio of a referent
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Equity Theory
When people experience underpayment
inequity they may be motivated to:
Lower their inputs by reducing their working hours,
putting forth less effort on the job, or being absent
Increase their outcomes by asking for a raise or a
promotion
Reference
McGraw-Hill Education (2014). BUS10306
Management customized text, Chapter 8.
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