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UNIVERSITY
ASSIGNMENT # 5
MOTIVATION
DR. ABDUL BASIT
Need-Fulfillment Theory
Discrepancy Theory
1. Concept2 that when people become aware of a deficiency in their competence
they are motivated to learn, and the anxiety caused by the discrepancy
between what they know and what they need to know drives them to make
the required effort (change of behavior).
2. Concept that job satisfaction (or lack of it) arises from the discrepancy
between what income an employee thinks he or she deserves to get and is
actually getting, as well as what income others deserve and are actually
2
http://www.businessdictionary.com/definition/discrepancy-theory.html
getting. In other words the difference between the actual rewards and the
perceived rewards.
Equity Theory
1. A version of discrepancy theory3 of job satisfaction focusing on the
discrepancies between what one has on the job and what one thinks is fair -
what one should have.
2. Effects of Inequity
a. Social comparison takes place.
b. Perceived discrepancies between ratios may produce tension or
dissonance (discord, disagreement, conflict, difference of opinion).
c. Amount of discrepancy corresponds to the amount of tension the
individual experiences.
d. Amount of tension corresponds to the amount of energy an individual
expends to alleviate the discrepancy.
3. Inputs. Factors considered by the individual that contribute to their work -
knowledge, skills and abilities.
4. Outcomes. Factors considered by the individual to have personal value -
money, promotion, praise.
• Inequity
• I/O < I/O (Underpay)
• 5/10 10/10
• Equity
Equity
• I/O = I/O
• 10/10 = 10/10
• Inequity
• I/O > I/O (Overpay
• 5/10 10/10
3
http://home.ubalt.edu/tmitch/641/equity~1.ppt
4
F:\MOTIVATION\Two Factor Theory - Herzberg, Frederick.mht
3. Typical Hygiene Factors are:-
a. Working conditions.
b. Quality of supervision.
c. Salary.
d. Status.
e. Security.
f. Company.
g. Job.
h. Company policies and administration.
i. Interpersonal relations
4. Typical Motivation Factors include:-
a. Achievement.
b. Recognition for achievement.
c. Responsibility for task.
d. Interest in the job.
e. Advancement to higher level tasks.
f. Growth.
5. Combining the hygiene and motivation factors results in four scenario's:-
a. High Hygiene + High Motivation: The ideal situation where employees are highly
motivated and have few complaints.
b. High Hygiene + Low Motivation: Employees have few complaints but are not
highly motivated. The job is perceived as a paycheck.
c. Low Hygiene + High Motivation: Employees are motivated but have a lot of
complaints. A situation where the job is exciting and challenging but salaries and work
conditions are not up to par.
d. Low Hygiene + Low Motivation: The worst situation. Unmotivated employees
with lots of complaints.
6. Conclusions
a. Dissatisfiers, even when fulfilled do not lead to job satisfaction.
b. The presence of satisfiers boosts both job satisfaction and the production/performance.
Valence – Satisfaction Theory
1. Valence, instrumentality and expectancy (VIE)5 theory had resulted from Vroom’s (1964) work
into motivation. His argument was that crucial to motivation at work was the perception of a link
between effort and reward. Perceiving this link could be thought of as a process in which
individuals calculated first whether there was a connection between effort and reward and then
the probability (valences) would follow from high performance (instrumentality.)
2. The motivational force of a job can therefore be calculated if the expectancy, instrumentality and
valence values are known. The individual’s abilities, traits, role perceptions and opportunities
attenuate the motivational force. The main contribution of both types of process theory has
been to highlight the effects of cognitive and perceptual processes on objective work conditions.
It suggests that managers need to pay attention to four main aspects of their subordinate’s
perceptions:-
a. Focus on the crucial expectancy values (the link between effort and their performance.)
b. Managers should determine what outcome employee values.
c. They need to link the reward that subordinates value to their performance.
d. Managers need to ensure that wage rates are not perceived as inequitable.
3. According to Vroom job satisfaction is perceived to be a future event rather than of the past.
a. He defines job satisfaction as valence* of outcomes (*means the intrinsic
attractiveness (positive valence) or aversiveness (negative valence) of an event, object,
or situation).
b. He defines job satisfaction as expectancy of need satisfaction.
4. Job satisfaction is a function of :-
a. I-N - Total amount of out come valence available to an employee.
b. E-P - Expectancy that his efforts will lead to performance that will be
instrumental in determining the valued outcomes.
5
http://www.docstoc.com/docs/4582601/job-satisfaction-theories