CHAPTER 5

MOTIVATING
ORGANIZATIONAL
MEMBERS

1. Explain the basic motivation process.

2. Describe the different approaches to motivation.
3. Define need-based approaches of employee motivation.
4. Explain the process approaches to employee motivation.
5.Outline how goal setting is used as a tool for motivating individuals.
6. Specify how behavior modification can be used to increase and decrease
behavior in an organizational setting.
7. Address the application of participative management in contemporary
organizations.
8. Clarify the use of money as a motivator.
9. Account for the importance of motivation from an international perspective.

The forces and expenditure of effort acting on

or within a person that cause that person to
behave in a specific, goal-directed manner.

Motivation x Ability

Performance

Education
Knowledge

Mental
Skills

Mechanical
Skills

Psychomotor
Skills

Need-Based Models
Emphasize specific human needs or the factors
within a person that energize, direct, and stop
behavior.

Process Models
Take a more dynamic view of motivation. They
focus on understanding the thought or cognitive
processes that take place within the individuals
mind and act to affect behavior, as well as cues in
the environment that influence behavior.

Maslows
Hierarchy of
Needs

Herzbergs
Two-Factor
Model

AcquiredNeeds Model

According to Maslow, a person has five

fundamental needs:
Physiological, security, affiliation, esteem, and
self-actualization.

Individuals have various needs and try to

satisfy these needs using a priority system
or hierarchy.

Selfactualization
Esteem
Affiliation
Security
Physiological

Herzberg found that the factors leading

to job satisfaction were separate and
distinct from those that lead to job
dissatisfaction.
Motivator factors

Related to job content or what people

actually do in their work.
Hygiene factors

Associated with the job context in

which the job is performed.

Motivator Factors
- Achievement
- Recognition
- The work itself
No satisfaction

Satisfaction

Dissatifaction

No dissatifaction
- Company policy
- Salary
- Work conditions
Hygiene Factors

The acquired-needs model focuses on three

particularly important or relevant needs in
the work environment:
Need for achievement
Need for affiliation
Need for power

The model proposes that when a need is

strong, it will motivate the person to engage
in behavior to satisfy that need.

Need for Achievement

The drive to excel, to accomplish challenging
tasks, and to achieve a standard of excellence.

Need for Power

The desire to influence and control ones
environment.

Need for Affiliation

The desire for friendly and close interpersonal
relationships.

Expectancy
Model

Equity
Model

Goal
Setting

Behavior
Modification

Motivational model suggesting that work

motivation is determined by the individuals
perceptions:
The relationship between effort and performance.
The desirability of various work outcomes that are
associated with different performance levels.

Components of Expectancy Model

Expectancy

The belief that a particular level of

effort will be followed by a particular
level of performance.
Instrumentality

The probability assigned by the

individual that a specific level of
achieved task performance will lead to
various work outcomes.

Components of Expectancy Model

Valence

The value or importance that the

individual attaches to various work
outcomes.

Effort
Expectancy
Performance
Instrumentality
Outcomes: Rewards
Valence

Equity model focuses on an individuals

feelings about how fairly he or she is
treated in comparison with others.
The model makes two assumptions:

Individuals evaluate their interpersonal

relationships just as they evaluate any
exchange process.
Individuals compare their situations with those
of others to determine the equity of their own
situation.

Maintaining Equity
Equity theory suggests that maintaining ones
self-esteem is an important priority. To reduce a
perceived inequity, a person may take one of the
following actions:

Change work inputs either upward or

downward to an equitable level.
Change outcomes to restore equity.
Psychologically distort comparisons.

Maintaining Equity
Ways of reducing a perceived inequity:

Change the comparison person he or

she is using to another person.
Leave the situation (e.g., quit the job or
transfer to another department).

A process intended to increase efficiency

and effectiveness by specifying the desired
outcomes toward which individuals, groups,
departments, and organizations work.

As a motivational tool, goal setting can help

employees because goals serve three
purposes:
Guide and direct behavior toward supportive
organizational goals.
Provide challenges and standards against which
the individual can be assessed.
Define what is important and provide a framework
for planning.

Positive Reinforcement
The administration of positive and rewarding
consequences following a desired behavior.

Avoidance
Strengthens desired behavior by allowing escape
from an undesirable consequence.

Extinction
The withdrawal of the positive reward or
reinforcing consequences for an undesirable
behavior.

Punishment
The administration of negative consequences
following undesirable behavior.

Behavior

Supports
organizational
goals

Positive
reinforcement

Avoidance

Hinders
organizational
goals

Extinction

Punishment

Continuous Schedule of Reinforcement

Rewarding a desired behavior each time it occurs.

Partial Schedule of Reinforcement

Rewarding the desired behavior intermittently.

Fixed Interval Schedule

Rewards employees at specific time intervals,
assuming that the desired behaviors have
continued at an appropriate level.

Fixed Ratio Schedule

Provides a reinforcement after a fixed number of
occurrences of the desired behavior.

Variable Interval Schedule

When reinforcement is administered at random or
varying times that cannot be predicted by the
employee.

Variable Ratio Schedule

Reinforcement administered after a varying or
random number of occurrences.

Participative Management
Encompasses various activities in which
subordinates share a significant degree of
decision-making power with their immediate
superiors.
The use of participative management involves
any process where power, knowledge,
information, and rewards are moved downward
in the organization.

Participative Management (cont.)

When companies increase the amount of
control and discretion workers have over their
jobs, they are empowering employees and
may improve the motivation of both
employees and management.

Money as a Motivator
Does money motivate employees?
Expectancy Model - Asserts that money motivates
people if it is contingent on performance and
satisfies their personal goals.
Herzbergs Two-Factor Model - Would argue that
money is a hygiene factor, so it does not act as a
motivator.

Tell people what you expect them to do.

Make the work valuable.
Make the work doable.
Give feedback.
Reward successful performance.