Robbins Eob13ge Ppt07

7-1

Copyright ©2016 Pearson Education Limited.

Chapter 7
The Basics of Motivation

7-2
Copyright ©2016 Pearson Education Limited.
After studying this chapter
you should be able to:
1. Describe the three key elements of motivation.
2. Evaluate the applicability of early theories of
motivation.
3. Contrast the elements of self-determination
theory and goal-setting theory.
4. Demonstrate the differences between self-
efficacy theory, equity theory, and expectancy
theory.
5. Identify the implications of employee job
engagement for management.
Copyright ©2016 Pearson Education Limited. 7-3
What Is Motivation?
 Motivation: The processes that accounts for an

individual’s intensity, direction, and persistence
of effort toward attaining an organizational goal
Intensity: the amount of effort put forth to meet

the goal
Direction: efforts are channeled toward
organizational goals
Persistence: how long the effort is maintained

Early Theories of Motivation
 Maslow’s Hierarchy of Needs Theory

 McGregor’s Theory X and Theory Y
 Herzberg’s Two-Factor (Motivation-
Hygiene) Theory
 McClellan’s Theory of Needs (Three Needs
Theory)

Hierarchy of Needs Theory

Theory X and Theory Y
Theory X Theory Y
 Inherent dislike for work  View work as being as

and will attempt to avoid natural as rest or play
it  Will exercise self-
 Must be coerced, direction and self-
controlled, or threatened control if committed to
with punishment objectives

Two-Factor Theory
Not Dissatisfied Satisfied
Motivation Factors
• Quality of • Promotional
Hygiene Factors
supervision opportunities
• Pay • Opportunities for
• Company policies personal growth
• Physical working
• Recognition
conditions
• Relationships • Responsibility
• Job security • Achievement
Dissatisfied Not Satisfied

McClelland's Theory of Needs
Need for Achievement (nAch)

 The drive to excel
Need for Power (nPow)
 The need to make others behave in a way they
would not have behaved otherwise
Need for Affiliation (nAff)
 The desire for friendly and close interpersonal
relationships

McClelland's High Achievers
 High achievers prefer jobs with:

Personal responsibility
Feedback
Intermediate degree of risk (50/50)
 High achievers are not necessarily good
managers
 High nPow and low nAff is
related to managerial success

Contemporary Theories
of Motivation
Self-Determination Theory
Goal-Setting Theory
Management by Objectives

Self-Determination Theory
 Self-determination theory: People prefer to

have control over their actions so when they feel they
are forced to do something they previously enjoyed,
motivation will decrease
 Cognitive evaluation theory: Proposes that the
introduction of extrinsic rewards for work (pay) that
was previously intrinsically rewarding tends to
decrease overall motivation
 Self-concordance: considers how strongly people’s
reasons for pursuing goals are consistent with their
interests and core values
Goal-Setting Theory
 Goals increase performance when goals are:
 Specific
 Difficult, but accepted by employees
 Accompanied by feedback: self-generated
feedback is best
 Contingencies in goal-setting theory
 Goal commitment: public goals better
 Task characteristics: simple & familiar better
 National culture: Western culture suits best

Management by Objectives
 Management by objectives (MBO):

Converts overall organizational
objectives into specific objectives for
work units and individuals
 Common ingredients:
 Goal specificity
 Explicit time period
 Performance feedback
 Participation in decision making

Cascading of Objectives

Other Contemporary
Theories of Motivation
Self-Efficacy Theory
Equity Theory
 Organizational Justice
Expectancy Theory

Self-Efficacy Theory
 Self-efficacy theory: An individual’s belief that

he or she is capable of performing a task
 Also known as social cognitive theory or social
learning theory
 Self-efficacy increased by:
1. Enactive mastery: gain experience
2. Vicarious modeling: see someone else do the task
3. Verbal persuasion: someone convinces you that you
have the skills
4. Arousal: get energized
Self-Efficacy Theory

Equity Theory
 Equity theory: Employees weigh what they put
into a job situation (input) against what they get
from it (outcome)
 They compare their input-outcome ratio with the
input-outcome ratio of relevant others

Equity Theory
 Equity theory suggests employees who

perceive inequity will make one of six choices:
1. Change inputs
2. Change outcomes
3. Distort perceptions of self
4. Distort perceptions of others
5. Choose a different referent
6. Leave the field

Model of Organizational Justice

Expectancy Theory
Three key relationships:

1. Effort-performance: perceived
probability that exerting effort leads to
successful performance
2. Performance-reward: the belief that
successful performance leads to desired
outcome
3. Rewards-personal goals: the
attractiveness of organizational outcome
(reward) to the individual

Expectancy Theory

Job Engagement
 Job Engagement: The investment of an

employee’s physical, cognitive, and
emotional energies into job performance
 Organizations where employees are highly

engaged have:
 Higher levels of productivity
 Fewer safety incidents
 Lower turnover
Implications for Managers
 Make sure extrinsic rewards for employees are not
viewed as coercive, and recognize the importance of
intrinsic motivators that appeal to employees’ desires for
autonomy, relatedness, and competence.
 Within reason, clear and difficult goals often lead to
higher levels of employee productivity.
 Efforts you make to help your employees feel successful
in completing tasks will result in their increased
motivation.
 Ensure that employees feel fairly treated.
 Employees are more motivated to engage in behaviors
they think they can perform, and which in turn lead to
valued rewards.Copyright ©2016 Pearson Education Limited. 7-25
Keep in Mind…
 Make goals specific and difficult
 Motivation can be increased by raising

employee confidence in their own abilities
(self-efficacy)
 Openly share information on allocation

decisions, especially when the outcome is
likely to be viewed negatively

Summary
1. Described the three key elements of motivation.

2. Evaluated the applicability of early theories of
motivation.
3. Contrasted the elements of self-determination
theory and goal-setting theory.
4. Demonstrated the differences between self-
efficacy theory, equity theory, and expectancy
theory.
5. Identified the implications of employee job
engagement for management.

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7-1

Copyright ©2016 Pearson Education Limited.

The Basics of Motivation

 Motivation: The processes that accounts for an

Intensity: the amount of effort put forth to meet

Copyright ©2016 Pearson Education Limited. 7-4

 Maslow’s Hierarchy of Needs Theory

Copyright ©2016 Pearson Education Limited. 7-5

Copyright ©2016 Pearson Education Limited. 7-6

 Inherent dislike for work  View work as being as

Copyright ©2016 Pearson Education Limited. 7-7

Dissatisfied Not Satisfied

Need for Achievement (nAch)

Copyright ©2016 Pearson Education Limited. 7-9

 High achievers prefer jobs with:

Copyright ©2016 Pearson Education Limited. 7-10

Copyright ©2016 Pearson Education Limited. 7-11

 Self-determination theory: People prefer to

Copyright ©2016 Pearson Education Limited. 7-13

 Management by objectives (MBO):

Copyright ©2016 Pearson Education Limited. 7-14

Copyright ©2016 Pearson Education Limited. 7-15

Copyright ©2016 Pearson Education Limited. 7-16

 Self-efficacy theory: An individual’s belief that

Copyright ©2016 Pearson Education Limited. 7-18

Copyright ©2016 Pearson Education Limited. 7-19

 Equity theory suggests employees who

Copyright ©2016 Pearson Education Limited. 7-20

Copyright ©2016 Pearson Education Limited. 7-21

Three key relationships:

Copyright ©2016 Pearson Education Limited. 7-22

Copyright ©2016 Pearson Education Limited. 7-23

 Job Engagement: The investment of an

 Organizations where employees are highly

 Make goals specific and difficult

 Motivation can be increased by raising

 Openly share information on allocation

Copyright ©2016 Pearson Education Limited. 7-26

1. Described the three key elements of motivation.

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