Problem 1
Motivation: person’s reason and internal state to behave in certain way, desire to
acquire or achieve some goal.
3 DIMENSIONS:
o Direction: choice of behavior
o Intensity: amount of effort exerted
o Persistence: how long person continues trying
Motivations: concerned with the desire to acquire some goal
RELATED TO 1. WANTS 2. NEEDS 3. DESIRES.
Work performance depends on motivation, but also in factors like ability, quality of
equipment and coordination of team members’ efforts
2 dimensions of theories:
1. Distal theories: build upon motivators that are far from the specific behavior
(needs that may be fulfilled in many different ways).
2. Proximal theories: build upon motivators that are close to the specific behavior
(goals immediately direct specific behavior to reach the goal)
Content theories: focus on what motivates human behavior at work (needs)
Process theories: how content of motivation influences behavior (justice, values)
Performance = (motivation X ability) – situational constraints
Need theories: motivation derives from people’s desires for certain things.
- Needs and motivation vary per person.
- NO LONGER famous theory and NO STORNG relation with job performance.
NEED HIERARCHY THEORY (Maslow):
Fulfillment of human needs is necessary for both
physical and psychological health. Human needs
are arranged in a hierarchy that includes physical,
social, and psychological needs.
The LOWEST unmet need is the most
motivating and has to be fulfilled in order to be
motivated by a higher order need.
Criticism : could happen in different order, no
clear relationship between needs and behavior
(same behavior could reflect different needs and
different behaviors the same need), not culturally
universal.
TWO-FACTOR THEORY (Heinzberg)
Motivation comes from nature of job itself, not external rewards, or job conditions.
, 1. Motivator factors: achievement, recognition, and other internal factors that can
spark motivation/effort/satisfaction in employees, relevant to psychological growth
needs.
2. Hygiene factors: (physiological needs) include pay, supervision, coworkers and
organizational policies, which make a job more attractive and eliminate
dissatisfaction.
Evaluation : (-) not empirically supported (+) focus on meaning of work
REINFORCEMENT THEORY (only explains effect of environment)
How rewards can affect behavior, states that behavior is a function of prior reward
experiences.
Law of effect: probability behavior increases if followed by reinforcement &
probability behavior decreases if followed by punishment.
* Tangible rewards (money)
* Intangible rewards (praise)
Incentive systems: rewards depend on individual units of productivity.
o Influences by other employees, constraints in environment and indifference of individuals to
particular rewards can result in failure of incentive systems
Evaluation : (+) incentives to reduce absence may be effective (-)not explain whether
person will want a reward, (-) little insight into motivational processes
EXPECTANCY/PROCESS THEORY: focused on internal cognitive states that cause
motivation due to the expectancy of reward.
High motivation and performance if: a) Reward is anticipated b) 1 wants the reward
Vroom theory: motivation or force is mathematical function of types of cognitions.
o Force = Expectancy x Σ(Valences x Instrumentalities)
o Force : amount of motivation persona has to engage in behavior relevant to job
performance -> a high score=motivated; low=not motivated
o Expectancy : subjective probability that a person has about ability to perform
behavior (will my performance lead to high grade?)
o Valence : extent person desires something
o Instrumentality : subjective probability that specific behavior will result in specific
reward.
Because all three are multiplied, all three need to be high in order to be highly
motivated.
Evaluation: (-) force score related more to preference than actual choice, (-)
motivation alone does not lead to achievement, (-) ignores non-cognitive elements
(-) there are multiple possible outcomes with multiple valences (-) 3 factors?
(+) research support (+) relation performance and force
SELF-EFFICACY THEORY (Bandura): motivation+ performance are determined by
how effective people think they can be.
* Can develop through series of successes with increasingly difficult tasks
Motivation: person’s reason and internal state to behave in certain way, desire to
acquire or achieve some goal.
3 DIMENSIONS:
o Direction: choice of behavior
o Intensity: amount of effort exerted
o Persistence: how long person continues trying
Motivations: concerned with the desire to acquire some goal
RELATED TO 1. WANTS 2. NEEDS 3. DESIRES.
Work performance depends on motivation, but also in factors like ability, quality of
equipment and coordination of team members’ efforts
2 dimensions of theories:
1. Distal theories: build upon motivators that are far from the specific behavior
(needs that may be fulfilled in many different ways).
2. Proximal theories: build upon motivators that are close to the specific behavior
(goals immediately direct specific behavior to reach the goal)
Content theories: focus on what motivates human behavior at work (needs)
Process theories: how content of motivation influences behavior (justice, values)
Performance = (motivation X ability) – situational constraints
Need theories: motivation derives from people’s desires for certain things.
- Needs and motivation vary per person.
- NO LONGER famous theory and NO STORNG relation with job performance.
NEED HIERARCHY THEORY (Maslow):
Fulfillment of human needs is necessary for both
physical and psychological health. Human needs
are arranged in a hierarchy that includes physical,
social, and psychological needs.
The LOWEST unmet need is the most
motivating and has to be fulfilled in order to be
motivated by a higher order need.
Criticism : could happen in different order, no
clear relationship between needs and behavior
(same behavior could reflect different needs and
different behaviors the same need), not culturally
universal.
TWO-FACTOR THEORY (Heinzberg)
Motivation comes from nature of job itself, not external rewards, or job conditions.
, 1. Motivator factors: achievement, recognition, and other internal factors that can
spark motivation/effort/satisfaction in employees, relevant to psychological growth
needs.
2. Hygiene factors: (physiological needs) include pay, supervision, coworkers and
organizational policies, which make a job more attractive and eliminate
dissatisfaction.
Evaluation : (-) not empirically supported (+) focus on meaning of work
REINFORCEMENT THEORY (only explains effect of environment)
How rewards can affect behavior, states that behavior is a function of prior reward
experiences.
Law of effect: probability behavior increases if followed by reinforcement &
probability behavior decreases if followed by punishment.
* Tangible rewards (money)
* Intangible rewards (praise)
Incentive systems: rewards depend on individual units of productivity.
o Influences by other employees, constraints in environment and indifference of individuals to
particular rewards can result in failure of incentive systems
Evaluation : (+) incentives to reduce absence may be effective (-)not explain whether
person will want a reward, (-) little insight into motivational processes
EXPECTANCY/PROCESS THEORY: focused on internal cognitive states that cause
motivation due to the expectancy of reward.
High motivation and performance if: a) Reward is anticipated b) 1 wants the reward
Vroom theory: motivation or force is mathematical function of types of cognitions.
o Force = Expectancy x Σ(Valences x Instrumentalities)
o Force : amount of motivation persona has to engage in behavior relevant to job
performance -> a high score=motivated; low=not motivated
o Expectancy : subjective probability that a person has about ability to perform
behavior (will my performance lead to high grade?)
o Valence : extent person desires something
o Instrumentality : subjective probability that specific behavior will result in specific
reward.
Because all three are multiplied, all three need to be high in order to be highly
motivated.
Evaluation: (-) force score related more to preference than actual choice, (-)
motivation alone does not lead to achievement, (-) ignores non-cognitive elements
(-) there are multiple possible outcomes with multiple valences (-) 3 factors?
(+) research support (+) relation performance and force
SELF-EFFICACY THEORY (Bandura): motivation+ performance are determined by
how effective people think they can be.
* Can develop through series of successes with increasingly difficult tasks
