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Understanding Motivation: Concepts and Theories for Enhanced Performance

This chapter delves into the intricate world of motivation, exploring essential theories such as Maslow's Hierarchy of Needs, Herzberg's Two-Factor Theory, and Alderfer's ERG Theory. It examines how intrinsic and extrinsic motivators impact employee satisfaction and performance, the importance of goal-setting, and the perception of equity in the workplace. Understanding these concepts allows leaders and organizations to create environments that foster motivation, enhance performance, and ultimately lead to organizational success.

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Understanding Motivation: Concepts and Theories for Enhanced Performance

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Presentation Transcript

  1. Basic Motivation Concepts Chapter 6

  2. Direction What Is Motivation? Intensity Persistence Chapter 6

  3. Maslow’s Hierarchy of Needs Self Esteem Social Safety Physiological Chapter 6

  4. Little Ambition Theory X Workers Dislike Work Avoid Responsibility Self-Directed Theory Y Workers Enjoy Work Accept Responsibility Chapter 6

  5. Herzberg’s Two-Factor Theory Hygiene Factors Motivational Factors • Quality of supervision • Rate of pay • Company policies • Working conditions • Relations with others • Job security • Career Advancement • Personal growth • Recognition • Responsibility • Achievement 0 Job Satisfaction High Job Dissatisfaction High Chapter 6

  6. Alderfer’s ERG Theory Existence Growth Relatedness Chapter 6

  7. Need for Achievement (nAch) The Theory of Needs David McClelland Need for Power (nPow) Need for Affiliation (nAff) Chapter 6

  8. Intrinsic Motivators Extrinsic Motivators Cognitive Evaluation Chapter 6

  9. Specificity Challenge Feedback Participation Commitment Self-efficacy Characteristics Culture Goal-Setting Theory Chapter 6

  10. Reinforcement Theory Rewards Consequences Behavior No Rewards Punishment Chapter 6

  11. Equity Theory Ratio Comparison* Employee’s Perception Outcomes A Inputs A Outcomes A Inputs A Outcomes A Inputs A Outcomes B Inputs B Outcomes B Inputs B Outcomes B Inputs B < Inequity (Under-Rewarded) = Equity > Inequity (Over-Rewarded) *Where A is the employee, and B is a relevant other or referent. Chapter 6

  12. Distributive Justice Procedural Justice Amount and Allocation of Rewards Perceived Fairness of the Distribution Process Research into Equity Chapter 6

  13. 1. Effort-performance relationship 2. Performance-rewards relationship 3. Rewards-personal goals relationship Expectancy Theory Individual Effort Individual Performance Organizational Rewards 1 2 3 Personal Goals Chapter 6

  14. Performance Dimensions Ability Performance Motivation Opportunity Chapter 6

  15. An Integrative Model of Motivation High nAch Equity Comparison OO IA IB Ability Opportunity Performance Appraisal Criteria Individual Effort Individual Performance Organization Rewards Personal Goals Reinforcement Performance Appraisal System Dominant Needs Goals Direct Behavior Chapter 6

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