Motivation

Motivation

1. Four Theories of Work Motivation

   • Need Theory
     • Maslow's Need Theory
       • Essence: Motivation is not achieved until needs are met
         • Maslow's Pyramid of 5 Needs: listed top to bottom - self actualization, esteem, love/social, safety, and physiological
           • Validity - Empirical Status
             • agreement of the definition of a need
               • classification of a need
                 • determination of when a need is met
                   • Implication - not valid for motivating empoyees
   • Goal Setting Theory
     • Essence: Goals just need to be specific. It does not matter who sets the goal
       • Factors to success: specific goals, difficult goals, participation in making goals, goal commitment, feedback
         • Validity -Empirical Status
           • worker motivation better when goal specified and goals that are higher to attain lead to higher motivation
             • Managerial applications: set targets and reward workers for achieving goal
   • Expectancy Theory
     • Essence: Effort leads to performance not reward or recognition
       • Chart for Motivation = VIE
         • Validity - Empirical Status
           • generally supported with few extenuating circumstances
             • Managerial applications: expectancy-if i try can i do it, instrumentality-reward, and valence-do rewards matter
         • Apply VIE to Decision Making Process
           • Compensatory Decision Making Process
             • Example weighted factors for job offers
   • Empowerment
     • Essence: Employees need say in work to be motivatedd
       • Aspects of Empowerment
         • nature of work - job characteristics
           • context- participation and feedback
             • Validity - Empirical Status
               • highly supported - correlation between perception and internal work motivation, job characteristics and job performance, and job characteristics and absenteeism
                 • Managerial applications: horizontal loading-combine tasks, add feedback, vertical loading - add responsibility, identify customer/client-adds significance
             • Participation Chart
               • participation and job enrichment have modest effect on motivation
             • Feedback-must be directs at goal, directed to previous efforts,
               • negative impact when directed at individual, irrelevant, or discouraging or unwarranted
               • works when focused on the task
           • Chart for Job Characteristics model

2. Summary:

   • set specific goals for yourself and team, difficulty dependent upon worker
   • use expectancy theory to motivate workers
   • Empower employees with no expectations