1.7C Problem 1
What Drives Them?
Motivation- the conditions responsible for variations in intensity, persistence, quality
and direction of ongoing behaviour
History of Motivation
Influences on early theories of motivation:
1. Psychodynamic theories of personality (esp. Freud)
instincts- inborn tendencies that are thought to direct behaviour
o engage in work because of economic instinct > instinct is because
individual works
circular
ignores interaction between individual and environment
2. Replaced by Maslow
Not instincts, but specific set of needs- inborn/universally present motivation in
humans
o (drives= nonhuman equivalent)
When one set of needs activated by environment, higher set of needs active
Interaction between individual and environment
3. Behaviourist approach
Behaviour on the environment
o Nature vs. Nurture debate between behaviourists/non-behaviourists
4. Lewin’s Field Theory
Forces in psychological environment interacts to yield course of action
Each force has valence, attracted or repelling individual
Group dynamics- the application of Lewin’s field theory in industry
Today’s motivation theories: focus on cognitive and emotional
Motivation and Performance
Viteles- motivation= productivity
o Motivation is method by which employer arouses cooperation of individual
works
ProMES- performance and productivity measurement: increasing amount of time/effort
individual devotes to a task will result in higher levels of personal performance and
increased productivity for the organisation
Motivation plays role in successful and unsuccessful performance
Motivation and Work-Life Balance
Motivation is about direction:
workaholics direct all their motivation towards work
Non-workaholics may struggle as to where to direct their motivation/how to
efficiently spread it between work/other life aspects
Motivation and Personality
Strong/consistent relationships between personality and performance motivation
Characteristic Performance Motivation
Neuroticism Negative
Conscientiousness Positive
Emotionally Stable PAositive
Internal LOC Positive
Positive Attributional Style Positive
Locus of Control- extent to which individual views events as resulting from own actions
(internal LOC) or outside causes (external LOC)
Internal LOC- believe can control their environments
External LOC- believe can’t control external environments
, Individuals with positive attributional style likely to grow pessimistic after 4 years
in same organisation
Maslow’s Need Theory
All humans have basic needs, express themselves as drives
Start life concerned by physical needs
o get older, more secure physically, emphasise social needs
social foundation more secure, emphasis developing
abilities/capacities
5 need category hierarchy (most important= 1, least=5)
1. Physiological Needs- basic needs or drives, are satisfied by things such as
food, water, sleeps
2. Security Needs- need individual has to produce secure environment free of
threats
3. Love/Social Needs- individuals’ desire to be accepted by others
4. Esteem needs- being respected for accomplishments or capabilities
5. Self-actualisation needs- desire of individual to develop his/her capacities
to the fullest
> rarely fulfil 5, constantly try to develop it
When need of 1 met, move onto fulfil 2, etc.
If need of lower level (eg. 1) suddenly unfulfilled, revert to this level to fill it again
before moving up the hierarchy again
Universal theory
Little supporting evidence, vague concepts, no cultural variations
Variations on Maslow
Two factor theory: 2 basic needs not 5, not hierarchy but independent
1. Hygiene needs- Maslow’s physical and security needs
Rid of dissatisfaction, but doesn’t cause motivated behaviour
2. Motivator needs- Maslow’s social, esteem, and actualisation needs
Causes positive satisfaction
VIE Theory (Expectancy Theory)
Path Goal Theory- people weighed options before choosing among them
If worker thinks being more productive will lead to goals, likelier to be more
productive
Became VIE Theory
Valence- strength of person’s preference for particular outcome: psychological
objects in environment attract and repel (eg. good holiday pay= attraction, mean
boss= repel)
Do I want this to happen?
Instrumentality- perceived relationship between performance and attainment of
certain outcome
Balance pros and cons before choosing an action. Eg. Job promotion has higher
salary, but is more stressful
What would the outcomes be?
Expectancy- individual belief that particular behaviour will lead to high
performance
What could I get within my capabilities?
Overall force= expectancy x (valences x instrumentalities)
Individual using V, I, and E to make decision
VIE Guidelines:
1. Motivate by offering outcomes with high valence
2. Clarify instrumentalities by addressing that high performance= positive outcomes
3. Clarify expectances by addressing hard work= higher performance
VIE Evaluation
What Drives Them?
Motivation- the conditions responsible for variations in intensity, persistence, quality
and direction of ongoing behaviour
History of Motivation
Influences on early theories of motivation:
1. Psychodynamic theories of personality (esp. Freud)
instincts- inborn tendencies that are thought to direct behaviour
o engage in work because of economic instinct > instinct is because
individual works
circular
ignores interaction between individual and environment
2. Replaced by Maslow
Not instincts, but specific set of needs- inborn/universally present motivation in
humans
o (drives= nonhuman equivalent)
When one set of needs activated by environment, higher set of needs active
Interaction between individual and environment
3. Behaviourist approach
Behaviour on the environment
o Nature vs. Nurture debate between behaviourists/non-behaviourists
4. Lewin’s Field Theory
Forces in psychological environment interacts to yield course of action
Each force has valence, attracted or repelling individual
Group dynamics- the application of Lewin’s field theory in industry
Today’s motivation theories: focus on cognitive and emotional
Motivation and Performance
Viteles- motivation= productivity
o Motivation is method by which employer arouses cooperation of individual
works
ProMES- performance and productivity measurement: increasing amount of time/effort
individual devotes to a task will result in higher levels of personal performance and
increased productivity for the organisation
Motivation plays role in successful and unsuccessful performance
Motivation and Work-Life Balance
Motivation is about direction:
workaholics direct all their motivation towards work
Non-workaholics may struggle as to where to direct their motivation/how to
efficiently spread it between work/other life aspects
Motivation and Personality
Strong/consistent relationships between personality and performance motivation
Characteristic Performance Motivation
Neuroticism Negative
Conscientiousness Positive
Emotionally Stable PAositive
Internal LOC Positive
Positive Attributional Style Positive
Locus of Control- extent to which individual views events as resulting from own actions
(internal LOC) or outside causes (external LOC)
Internal LOC- believe can control their environments
External LOC- believe can’t control external environments
, Individuals with positive attributional style likely to grow pessimistic after 4 years
in same organisation
Maslow’s Need Theory
All humans have basic needs, express themselves as drives
Start life concerned by physical needs
o get older, more secure physically, emphasise social needs
social foundation more secure, emphasis developing
abilities/capacities
5 need category hierarchy (most important= 1, least=5)
1. Physiological Needs- basic needs or drives, are satisfied by things such as
food, water, sleeps
2. Security Needs- need individual has to produce secure environment free of
threats
3. Love/Social Needs- individuals’ desire to be accepted by others
4. Esteem needs- being respected for accomplishments or capabilities
5. Self-actualisation needs- desire of individual to develop his/her capacities
to the fullest
> rarely fulfil 5, constantly try to develop it
When need of 1 met, move onto fulfil 2, etc.
If need of lower level (eg. 1) suddenly unfulfilled, revert to this level to fill it again
before moving up the hierarchy again
Universal theory
Little supporting evidence, vague concepts, no cultural variations
Variations on Maslow
Two factor theory: 2 basic needs not 5, not hierarchy but independent
1. Hygiene needs- Maslow’s physical and security needs
Rid of dissatisfaction, but doesn’t cause motivated behaviour
2. Motivator needs- Maslow’s social, esteem, and actualisation needs
Causes positive satisfaction
VIE Theory (Expectancy Theory)
Path Goal Theory- people weighed options before choosing among them
If worker thinks being more productive will lead to goals, likelier to be more
productive
Became VIE Theory
Valence- strength of person’s preference for particular outcome: psychological
objects in environment attract and repel (eg. good holiday pay= attraction, mean
boss= repel)
Do I want this to happen?
Instrumentality- perceived relationship between performance and attainment of
certain outcome
Balance pros and cons before choosing an action. Eg. Job promotion has higher
salary, but is more stressful
What would the outcomes be?
Expectancy- individual belief that particular behaviour will lead to high
performance
What could I get within my capabilities?
Overall force= expectancy x (valences x instrumentalities)
Individual using V, I, and E to make decision
VIE Guidelines:
1. Motivate by offering outcomes with high valence
2. Clarify instrumentalities by addressing that high performance= positive outcomes
3. Clarify expectances by addressing hard work= higher performance
VIE Evaluation
