This OpenStax ancillary resource is © Rice University under a CC BY 4.0 International license; it may be reproduced or modified but
must be attributed to OpenStax, Rice University and any changes must be noted.
CHAPTER SEVEN
Work Motivation for Performance
CHAPTER SUMMARY
This chapter covers the major motivation theories in organizational behavior.
Motivation theories endeavor to explain how people become motivated. Motivation has
two major components: direction and intensity. Direction is what a person is trying to
achieve. Intensity is the degree of effort a person expends to achieve the target. All
motivation theories address the ways in which people develop direction and intensity.
Motivation theories are classified as either content or process theories. Content
theories focus on what motivates behavior, while process theories focus on how people
become motivated.
Content theories in this chapter include McClelland Learned Needs, Maslow’s Hierarchy
of Needs, Alderfer’s ERG, and Herzberg’s Motivator-Hygiene Theory. Process theories
presented include Operant Conditioning, Equity, Goal Setting, and Expectancy. There is
no one best theory which works in all situations for all people.
Employee motivation continues to be a major focus in organizational behavior. As the
world of work changes, so will the methods organizations use to motivate employees.
New rewards—time off instead of bonuses; stock options; on-site gyms, cleaners, and
dental services; opportunities to telecommute; and others—will need to be created in
order to motivate employees in the future.
LEARNING OUTCOMES
14.1 Motivation: Direction and Intensity
1. Define motivation, and distinguish direction and intensity of motivation.
This chapter has covered the major motivation theories in organizational
behavior. Motivation theories endeavor to explain how people become
motivated. Motivation has two major components: direction and intensity.
Direction is what a person is trying to achieve. Intensity is the degree of effort a
person expends to achieve the target. All motivation theories address the ways
in which people develop direction and intensity.
, Organizational Behavior
14.2 Content Theories of Motivation
2. Describe a content theory of motivation, and compare and contrast the main
content theories of motivation: manifest needs theory, learned needs theory,
Maslow’s hierarchy of needs, Alderfer’s ERG theory, Herzberg’s motivator-
hygiene theory, and self-determination theory.
Motivation theories are classified as either content or process theories. Content
theories focus on what motivates behavior. The basic premise of content
theories is that humans have needs. When these needs are not satisfied, humans
are motivated to satisfy the need. The need provides direction for motivation.
Murray’s manifest needs theory, McClelland’s learned needs theory, Maslow’s
hierarchy of needs, and Herzberg’s motivator-hygiene theory are all content
theories. Each has something to say about the needs that motivate humans in
the workplace.
14.3 Process Theories of Motivation
3. Describe the process theories of motivation, and compare and contrast the main
process theories of motivation: operant conditioning theory, equity theory, goal
theory, and expectancy theory.
Process theories focus on how people become motivated. Operant conditioning
theory states that people will be motivated to engage in behaviors for which
they have been reinforced (rewarded). It also states that people will avoid
behaviors that are punished. The rate at which behaviors are rewarded also
affects how often they will be displayed. Equity theory’s main premise is that
people compare their situations to those of other people. If a person feels that
they are being treated unfairly relative to a referent other, the person may
engage in behaviors that are counterproductive for the organization. Employers
should try to develop feelings of fairness in employees. Goal theory is a strong
theory. It states that difficult, specific goals will result in high performance if
employees accept the goals and are committed to achieving them.
14.4 Recent Research on Motivation Theories
4. Describe the modern advancements in the study of human motivation.
Expectancy theory is a process theory. It also is the broadest of the motivation
theories. Expectancy theory predicts that employees will be motivated to be high
performers if they perceive that high-performance leads to valued outcomes.
Employees will be motivated to avoid being low performers if they perceive that
it leads to negative outcomes. Employees must perceive that they are capable of
achieving high performance, and they must have the appropriate abilities and
high self-efficacy. Organizations need to provide adequate resources and to
measure performance accurately. Inaccurate performance ratings discourage
May 12, 2019 2
must be attributed to OpenStax, Rice University and any changes must be noted.
CHAPTER SEVEN
Work Motivation for Performance
CHAPTER SUMMARY
This chapter covers the major motivation theories in organizational behavior.
Motivation theories endeavor to explain how people become motivated. Motivation has
two major components: direction and intensity. Direction is what a person is trying to
achieve. Intensity is the degree of effort a person expends to achieve the target. All
motivation theories address the ways in which people develop direction and intensity.
Motivation theories are classified as either content or process theories. Content
theories focus on what motivates behavior, while process theories focus on how people
become motivated.
Content theories in this chapter include McClelland Learned Needs, Maslow’s Hierarchy
of Needs, Alderfer’s ERG, and Herzberg’s Motivator-Hygiene Theory. Process theories
presented include Operant Conditioning, Equity, Goal Setting, and Expectancy. There is
no one best theory which works in all situations for all people.
Employee motivation continues to be a major focus in organizational behavior. As the
world of work changes, so will the methods organizations use to motivate employees.
New rewards—time off instead of bonuses; stock options; on-site gyms, cleaners, and
dental services; opportunities to telecommute; and others—will need to be created in
order to motivate employees in the future.
LEARNING OUTCOMES
14.1 Motivation: Direction and Intensity
1. Define motivation, and distinguish direction and intensity of motivation.
This chapter has covered the major motivation theories in organizational
behavior. Motivation theories endeavor to explain how people become
motivated. Motivation has two major components: direction and intensity.
Direction is what a person is trying to achieve. Intensity is the degree of effort a
person expends to achieve the target. All motivation theories address the ways
in which people develop direction and intensity.
, Organizational Behavior
14.2 Content Theories of Motivation
2. Describe a content theory of motivation, and compare and contrast the main
content theories of motivation: manifest needs theory, learned needs theory,
Maslow’s hierarchy of needs, Alderfer’s ERG theory, Herzberg’s motivator-
hygiene theory, and self-determination theory.
Motivation theories are classified as either content or process theories. Content
theories focus on what motivates behavior. The basic premise of content
theories is that humans have needs. When these needs are not satisfied, humans
are motivated to satisfy the need. The need provides direction for motivation.
Murray’s manifest needs theory, McClelland’s learned needs theory, Maslow’s
hierarchy of needs, and Herzberg’s motivator-hygiene theory are all content
theories. Each has something to say about the needs that motivate humans in
the workplace.
14.3 Process Theories of Motivation
3. Describe the process theories of motivation, and compare and contrast the main
process theories of motivation: operant conditioning theory, equity theory, goal
theory, and expectancy theory.
Process theories focus on how people become motivated. Operant conditioning
theory states that people will be motivated to engage in behaviors for which
they have been reinforced (rewarded). It also states that people will avoid
behaviors that are punished. The rate at which behaviors are rewarded also
affects how often they will be displayed. Equity theory’s main premise is that
people compare their situations to those of other people. If a person feels that
they are being treated unfairly relative to a referent other, the person may
engage in behaviors that are counterproductive for the organization. Employers
should try to develop feelings of fairness in employees. Goal theory is a strong
theory. It states that difficult, specific goals will result in high performance if
employees accept the goals and are committed to achieving them.
14.4 Recent Research on Motivation Theories
4. Describe the modern advancements in the study of human motivation.
Expectancy theory is a process theory. It also is the broadest of the motivation
theories. Expectancy theory predicts that employees will be motivated to be high
performers if they perceive that high-performance leads to valued outcomes.
Employees will be motivated to avoid being low performers if they perceive that
it leads to negative outcomes. Employees must perceive that they are capable of
achieving high performance, and they must have the appropriate abilities and
high self-efficacy. Organizations need to provide adequate resources and to
measure performance accurately. Inaccurate performance ratings discourage
May 12, 2019 2
