Motivation

Defining motivation
The result of the interaction between the individual and the
situation.
The processes that account for an individuals intensity,
direction, and persistence of effort toward attaining a goal
specifically, an organizational goal.
Three key elements:
Intensity-how hard a person tries
Direction-effort that is channeled toward, and consistent
with, organizational goals
Persistent-how long a person can maintain effort

Theories of motivation
Maslows Hierarchy of need theory
Goal setting theory
Equity theory
Expectancy theory

Maslows Hierarchy of need theory

High-order
needs

Lower-order
needs

 1. Physiological. Includes hunger, thirst, shelter

and other bodily needs.
2. Safety. Security and protection from physical
and emotional harm.
3. Social. Affection, belongingness, acceptance,
and friendship.
4. Esteem. Internal factors such as self-respect,
autonomy, and achievement and external factors
such as status, recognition, and attention.
5. Self-actualization. Drive to become what we are
capable of becoming; includes growth, achieving
our potential, and self-fulfillment.

Objection
Research does not validate it.
Maslow provided no empirical substantiation.

Goal setting theory

A theory that says that specific and difficult goals, with
feedback, lead to higher performance.
Research on goal-setting theory in fact
reveals impressive effects of goal
specificity, challenge, and feedback on
performance.
feedback guides behavior
Self-generated feedback
Three factors influence the goals
performance
relationship: goal commitment, task

Criticism
Goals related to performance undermine adaptation and
creativity because people become too focused on
outcomes and ignore changing conditions.
Some authors argue that goals can lead employees to
focus on a single standard and exclude all others.
Consider the narrow focus on boosting short-term
stock prices in many businessesit may have led
organizations to ignore long-term success and even to
engage in such unethical behavior as accounting fraud
or excessively risky investments.

Equity theory
A theory that says that individuals compare their job
inputs and outcomes with those of others and then respond
to eliminate any inequities.
(salary levels, raises, recognition)
(effort, experience, education,
competence)

If we perceive our ratio to be equal to that of the relevant others

with whom we compare ourselves, a state of equity exists; we
perceive that our situation is fair and justice prevails.
When we see the ratio as unequal and we feel under-rewarded, we
experience equity tension that creates anger. This negative state of
tension provides the motivation to do something to correct it.

organizational justice
An overall perception of what is fair in the workplace, composed
of distributive, procedural, and interactional justice.

Based on equity theory, employees who perceive inequity will make one of six choices:

1. Change inputs (exert less effort if underpaid or more if overpaid).

2. Change outcomes (individuals paid on a piece-rate basis can
increase their
pay by producing a higher quantity of units of lower quality).
3. Distort perceptions of self (I used to think I worked at a
moderate pace,
but now I realize I work a lot harder than everyone else.).
4. Distort perceptions of others (Mikes job isnt as desirable as I
thought.).
5. Choose a different referent (I may not make as much as my
brother-in-law,
but Im doing a lot better than my Dad did when he was my age.).
6. Leave the field (quit the job).

Criticism
Some of these propositions have been supported,
but others havent. First, inequities created by
overpayment do not seem to significantly affect
behavior in most work situations. Apparently,
people have more tolerance of overpayment
inequities than of underpayment inequities or are
better able to rationalize them. Its pretty damaging
to a theory when half the equation falls apart
Second, not all people are equity sensitive.

Expectancy theory
A theory that says that the strength of tendency
to act in a certain way depends on the strength of
an expectation that the act will be followed by a
given outcome and on the attractiveness of that
outcome to the individual.
Given by Victor Vroom.

In more practical terms, employees will be

motivated to exert a high level of effort when
they believe it will lead to a good performance
appraisal; that a good appraisal will lead to
organizational rewards such as bonuses, salary
increases, or promotions; and that the rewards
will satisfy the employees personal goals.

This theory focuses on three

relationships

 1. Effortperformance relationship. The

probability perceived by the individual
that exerting a given amount of effort will lead to
performance.
2. Performancereward relationship. The
degree to which the individual
believes performing at a particular level will lead
to the attainment of a desired outcome.
3. Rewardspersonal goals relationship. The
degree to which organizational
rewards satisfy an individuals personal goals or
needs and the attractiveness
of those potential rewards for the individual.

Criticism
Some critics suggest it has only limited use and is more
valid where individuals clearly perceive effort
performance and performancereward linkages.
Because few individuals do, the theory tends to be
idealistic. If organizations actually rewarded individuals
for performance rather than seniority, effort, skill level,
and job difficulty, expectancy theory might be much
more valid. However, rather than invalidating it, this
criticism can explain why a significant segment of the
workforce exerts low effort on the job.