ERG Theory
Importance
of growth needs
Satisfaction
of growth needs
Frustration of
relatedness needs
Importance of
relatedness needs
Satisfaction of
relatedness needs
Frustration
of existence needs
Importance
of existence needs
Satisfaction of
existence needs
Chris Argyris
Chris Argyris
Personality vs. Organization
Certain organizational practices, such as the division
of labor, interfere with the development of healthy
human personalities.
These practices promote immature, not mature
behavior.
In an attempt to self-actualize, individuals run into the
obstacles posed by formal organizations.
The result is defensive behaviors, with management
reacting by becoming more autocratic or by turning to
sugar-coated human relations.
Chris Argyris
Albert Bandura
Albert Bandura proposed a social cognitive
theory (social learning theory; self-efficacy
theory) which refers to an individuals belief
that they are capable of performing a task.
Four ways self efficacy can be increased:
1. Enactive mastery if youve performed task
in the past, you can do it again
2. Vicarious modeling you become more
confident because you see someone else
do the task
Social Learning 3. Verbal persuasion you become more
confident because someone convinces you
Self-efficacy
that you have the skills necessary to
Social Cognitive
perform task
4. Arousal if you get psyched up then you
perform better
Abraham Maslow
Maslow defined human needs as:
Hierarchy of Needs
Need Hierarchy
David McClelland
Proposed Theory of Needs:
nAch
nPow
nAff
Affiliation
(n Aff)
Power
(n Pow)
Douglas McGregor
Theory X
Theory X
Theory Y
Theory X
Theory Y
Frederick Herzberg
(1923-2000)
His research emphasized job
enrichment (depth) rather than job
enlargement
Job context (hygiene factors)
needed to be optimal to prevent
job dissatisfaction. These factors
(according to Herzberg) did not
motivate.
Job content (motivators) factors
that did lead to motivation
Money (according to Herzberg)
could motivate if it was seen as a
reward for accomplishment; but if
money was given without regard
for merit, then it was a hygiene
factor.
Frederick Herzberg
MOTIVATORS
WHAT THEY DO
Achievement
Supervision
Recognition for
Accomplishment
Working Conditions
Interpersonal Relations
Money, Status, Security
Challenging Work
Increased Responsibility
Growth and Development
Intrinsic factors
Pay
Achievement
Status
Increased responsibility
Working conditions
Recognition
Dissatisfiers
Hygiene factors
Satisfiers
Motivators
Low job
dissatisfaction
I. TRADITIONAL
High job
satisfaction
High job
satisfaction
High job
dissatisfaction
Frederick Herzberg
WORKING
CONDITIONS
RESPONSIBILITY
BENEFITS
INTERPERSONAL
RELATIONSHIPS
ACHIEVEMENT
COMPANY
POLICY AND
ADMINISTRATION
GROWTH
ADVANCEMENT
SECURITY
STATUS
SALARY
Self-actualization
Higher
order
needs
Esteem
Belongingness,
social, and love
Herzberg
(two-factor theory)
Alderfer
Need for
achievement
Growth
Need for
power
Achievement
Recognition
Quality of interpersonal relations
among peers, with
supervisors, with
subordinates
Relatedness
Hygiene
conditions Job security
Basic
needs
Physiological
Working conditions
Salary
McClelland
Existence
Need for
affiliation
Work Design
Richard Hackman, Edward
Lawler, and Greg Oldhams
work extended Herzbergs
notions by adding a situational
(it depends) dimension
Key job characteristics
Depending on an individuals
growth-need strength, these
characteristics could be amplified to
make the job more meaningful.
Critical
Psychological
State
Outcomes
(Personal and Work)
Skill Variety
Task Identity
Task Significance
Meaningfulness
of Work
Autonomy
Responsibility
for Outcomes
Feedback
About Job
Knowledge of
Results of Work
Employee
Growth Need
Victor Vroom
Expectancy Theory
Expectancy Theory
Lyman Porter and
Edward Lawler
extended Vrooms work
with their model of
expectancy.
Expectancy Theory
(Lyman W. Porter Edward E. Lawler III)
Revised Diagram of the Theoretical Model
Abilities
And
Traits
Value of
Reward
Perceived 8
Equitable
Rewards
7A
Intrinsic
Rewards
3
Performance
(Accomplishments)
Effort
Satisfaction
7B
Extrinsic
Rewards
Perceived 2
Effect-Reward
Probability
Role
Perceptions
(I)
M = f(V1 x E)
Motivation is a multiplicative function of the valence for each
first-level outcome (V1) and the perceived expectancy (E) that
a given behavior will be followed by a particular first-level
outcome
P = f(M x A)
Performance is considered to be a multiplicative function of
motivation (the force) and ability
Performance
outcome
(valences x
instrumentalities)
Finishing budget
on time (6.9)
2.76
Motivation
2.24
.20
Instrumentalities (how
much performance
outcome and second-level
outcome are associated
0.6
1.0
Recognition/compliment
from boss (3)
0.3
Mention of performance
in personnel record (1)
0.2
0.7
Recognition/compliment
from boss (3)
-0.1
Mention of performance
in personnel record (1)
0.0
0.2
Recognition/compliment
from boss (3)
-0.4
Mention of performance
in personnel record (1)
0.4
0.7
Finishing budget
on required day
but after deadline
(3.2)
1.0
Finishing budget
on day after
deadline (.20)
Equity Theory
Equity theory is not a
new one but focuses on
how individuals
perceive their reward or
pay compared to what
others are receiving.
Issues of social justice
and distributive justice
are involved in the
theories of Stacy
Adams and Elliot
Jaques.
Elliot Jacques
A person (P)
with certain
inputs (I) and
receiving
certain
outcomes (O)
Compares
his/her
input/outcome
ratio to
reference
persons (RP)
inputs (I) and
outcomes (O)
and perceives
OP
IP
ORP
= IRP
or
equity
OP
IP
< ORP
IRP
inequity
or
OP
IP
> ORP
IRP
inequity
Last Thoughts
from Peter Drucker
I would hope that American managersindeed,
managers worldwidecontinue to appreciate what I
have been saying almost since day one: that
management is so much more than exercising rank
and privilege; its so much more than making deals.
Management affects people and their lives, both in
business and in many other aspects as well. The
practice of management deservers our utmost
attention; it deserves to be studied