Examples of Classic Theories of Work Motivation Mobilization

Examples of “Classic” Theories of Work Motivation (Mobilization? ) Needs theories l Maslow’s hierarchy of needs l Herzberg’s two factor theory l Aldefer’s ERG Theory Process theories l Expectancy l Goal Setting l Equity

Ways of categorizing these theories l Content theories (fix the individual) ¡ More internally focused: Try to explain the internal factors (such as needs) in human beings that may lead someone to be motivated or de-motivated l Process theories (address the situation) ¡ More externally focused: Try to explain the external or contextual factors and processes that may lead someone to be motivated or demotivated

Self Maslow’s Need Theory Esteem Little empirical support Social Safety Physiological Prentice Hall, 2001 Chapter 6 3

Aldefer’s ERG Theory Similar to Maslow’s needs hierarchy model BUT three (3) categories instead of five (5) and doesn’t argue that people could move up (fulfilment progression) or down (frustration regression) the needs hierarchy EXISTENCE NEEDS Material needs which are satisfied by the environment ie food, water, pay, fringe benefits and working conditions Most concrete RELATEDNESS EXISTENCE NEEDS Involve relationships with ‘significant; others eg coworkers, superiors, subordinates, family and friends Development of whatever abilities and capabilities are important to the individual Least concrete

Questionnaire What’s important to you at work?

Contrasting Views of Satisfaction and Dissatisfaction Traditional view Satisfaction Dissatisfaction Herzberg's “two factor” view Motivators Satisfaction No satisfaction Hygiene Factors No dissatisfaction Dissatisfaction

Herzberg’s Two-Factor Theory Links motivation and job satisfaction—with the idea that people seek satisfaction l Two factors l ¡ ¡ l Hygiene factors Motivators When present they do not motivate, but when absent they de-motivate Motivators ¡ Things that truly do motivate

Herzberg’s Two-Factor Theory Dissatisfaction and demotivation Not dissatisfied but not motivated Hygiene Factors • Company policies • Quality of supervision • Relations with others • Personal life • Rate of pay • Job security • Working conditions Positive satisfaction and motivation Motivational Factors • Achievement • Career advancement • Personal growth • Job interest • Recognition • Responsibility

Herzberg says: “If they will give you the money, take it. ”

Needs Theories Maslow Herzberg Self-Actualisation Motivators Esteem Social Safety Physiological Hygiene Factors

Mc. Clelland’s Acquired Needs ¡ Need l is the desire to do something better, to solve problems, or to master complex tasks. ¡ Need l for Power is the desire to control, influence, or be responsible for other people. ¡ Need l for Achievement for Affiliation Is the desire to establish and maintain good relations with other people.

A comparison of content theories Maslow Alderfer Herzberg Mc. Clelland Selfactualization Growth Motivators Esteem n. Ach n. Power Belongingness Relatedness n. Aff Safety Physiological Existence Hygiene factors

How Expectancy (Process) Theory Works Your prof offers you $1 million if you memorize the textbook by tomorrow morning. Expectancy Instrumentality Valence Effort - Performance Link Performance - Rewards Link Rewards - Personal Goals Link No matter how much effort you put in, probably not possible Your tutor does not look like someone who has S 1 million There a lot of wonderful things you could do with $1 million to memorize the text in 24 hours E=0 I=0 V=1 Conclusion: Though you value the reward, you will not be motivated to do this task.

Goal Setting (Process) Theory Goals Specific Difficult Accepted Effects on Person Directs attention Energises Encourages persistency New strategies developed Feedback Performance

Equity Theory ¡ Explains how social comparisons can motivate individual behavior ¡ Any perceived inequities will motivate us to behave in a manner that will change them ¡ Wants and Gets in balance

ELI the motivator FIX THE JOB AND YOU JUST MIGHT HAVE BETTER WORK OUTCOMES GIVE SOMEONE A BAD JOB AND THEY WILL LIVE UP TO YOUR EXPECTATIONS (BFI = one person garbage crew)

Hackman & Oldham’s Job Characteristics Model Core job dimensions 5 DIMENSIONS Critical psychological states 3 STATES Personal and work outcomes MANY OUTCOMES

Core Job Dimensions l Core Job Dimensions ¡ Skill variety ¡ Task identity ¡ Task significance ¡ Autonomy ¡ Feedback l Motivating MPS = Potential Score (MPS) Skill + Task + variety identity 3 Task significance X Autonomy X FB

Hackman & Oldham’s Job Characteristics Model Core Job Dimensions Critical Psychological State Skill variety Task identity Task significance Experienced meaningfulness of the work Autonomy Experienced responsibility for outcomes Feedback Knowledge of results Employee growth-need strength Outcomes . High internal motivation High-quality performance High satisfaction Low absenteeism & turnover

Improving Job Design l Job Enlargement - horizontal loading l Job Enrichment - vertical loading l Job Rotation - cross-training l Team-based designs