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Question: What are the basic concepts with regard to the need theories of motivation, and how do they differ from the basic concepts with regard to cognitive theories of motivation? Give one example of each.
Notes: Based on the information contained within the text, I have documented the following. Need Theories of Motivation - Motivation theories that specify the kinds of needs people have and the conditions under which they will be motivated to satisfy these needs in a way that contributes to performance. The text cites Maslow's Hierarchy of Needs and Alderfer's ERG Theory. Not cited, but yet another example, is McClelland's Theory of Needs.
Cognitive Theories of Motivation - Behavior is a function of belief, expecatations, values and other mental cognitions. Examples include Equity Theory (Adams), Expectancy Theory and Goal Setting Theory (Locke and Latham). The text also lists Job Design, but I don't believe that this would be viewed as a Cognitive Theory of Motivation.
Studying motivational theories has been a staple of organizational behavior and organizational development classes for a very long time and there are lots of resources on the Web to help you understand the theories and how they are applied in motivating employees.
Your question asks for examining how theories of motivation are categorized. Again, there are lots of resources to help you review the principles involved and to review the various theories. There is no universal agreement on the classification of theories or the terminology used to label them. Again, I’ve included lots of links so you can see for yourself. Here are some brief explanations and comparisons of needs based and cognitive motivational theories.
Philosophers and social scientists through the years have examined and tried to understand human behavior and to determine if there are consistent ways to analyze, measure and predict what people will do in given situations. Motivation theories try to address these issues.
My review of the literature I found regarding various definitions of “motivation” can be summarized as the internal forces in the individual that makes them choose to act or behave in a particular way to get what they consider desirable. I suggest that you browse through the links I’ve found to review the more scholarly definitions.
Employers have chosen various methods to motivate employees from time immemorial. The emergence of scientific management has led to the development of motivational theories. The two categories you want to examine are usually included but which theories are listed in each category may vary at times.
“Need theories” are also sometimes called “content theories” and concern themselves with identifying and explaining the motivating forces that guide human behavior. They try to figure out what makes people do what they do. The theories developed by Maslow, Herzberg, Alderfer and McClelland are included in this category. All of these theories identify a short list of compelling needs as the driving forces for human behavior. Some of them hold that lower level needs have to be fulfilled before people can aspire to higher level needs. Others see needs as overlapping or intertwined. In terms of organizational behavior, understanding what needs people are trying to fulfill helps managers to offer the right incentives to get the best effort out of their employees.
“Process theories” are also sometimes called “cognitive theories and concern themselves with the choices people make because of what they know, believe and expect about what impact their behavior will have on their situation. Managers try to bring about specific behaviors by influencing the process of how employees’ work gets done. Theories by Adams and Vroom are the most prominent in this category.
You asked for one example of each of the two categories of theories. I’ve collected several links for each as I completed this research. You can choose whichever theory is most appealing to you.
This was an interesting project. I trust that I’ve provided ample information for you so that you can complete the questions for your assignment.
I wish you well in your studies.
~ czh ~
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NEED (CONTENT) THEORIES OF MOTIVATION
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http://www.accel-team.com/motivation/theory_01.html
Motivation Theorists and Their Theories
http://www.analytictech.com/mb021/motivation.htm
Theories of Motivation
MASLOW’S HIERARCHY OF NEEDS
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http://www.accel-team.com/maslow_/maslow_nds_02.html
Abraham Maslow’s Hierarchy of Needs
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http://chiron.valdosta.edu/whuitt/col/regsys/maslow.html
Maslow's Hierarchy of Needs
Abraham Maslow (1954) attempted to synthesize a large body of research related to human motivation. Prior to Maslow, researchers generally focused separately on such factors as biology, achievement, or power to explain what energizes, directs, and sustains human behavior. Maslow posited a hierarchy of human needs based on two groupings: deficiency needs and growth needs. Within the deficiency needs, each lower need must be met before moving to the next higher level. Once each of these needs has been satisfied, if at some future time a deficiency is detected, the individual will act to remove the deficiency.
The first four levels are:
1) Physiological: hunger, thirst, bodily comforts, etc.;
2) Safety/security: out of danger;
3) Belonginess and Love: affiliate with others, be accepted; and
4) Esteem: to achieve, be competent, gain approval and recognition.
According to Maslow, an individual is ready to act upon the growth needs if and only if the deficiency needs are met. Maslow's initial conceptualization included only one growth need--self-actualization. Self-actualized people are characterized by: 1) being problem-focused; 2) incorporating an ongoing freshness of appreciation of life; 3) a concern about personal growth; and 4) the ability to have peak experiences. Maslow later differentiated the growth need of self-actualization, specifically naming two lower-level growth needs prior to general level of self-actualization (Maslow & Lowery, 1998) and one beyond that level (Maslow, 1971).
They are:
5) Cognitive: to know, to understand, and explore;
6) Aesthetic: symmetry, order, and beauty;
7) Self-actualization: to find self-fulfillment and realize one's potential; and 8) Self-transcendence: to connect to something beyond the ego or to help others find self-fulfillment and realize their potential.
Maslow published his first conceptualization of his theory over 50 years ago (Maslow, 1943) and it has since become one of the most popular and often cited theories of human motivation. An interesting phenomenon related to Maslow's work is that in spite of a lack of evidence to support his hierarchy, it enjoys wide acceptance (Wahba & Bridgewell, 1976; Soper, Milford & Rosenthal, 1995).
http://chiron.valdosta.edu/whuitt/col/regsys/maslow.html
Maslow's Hierarchy of Needs
ALDERFER’S ERG THEORY – EXISTENCE, RELATEDNESS, GROWTH
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http://www.analytictech.com/mb021/motivation.htm
Alderfer's ERG theory
Alderfer classifies needs into three categories, also ordered hierarchically: growth needs (development of competence and realization of potential) relatedness needs (satisfactory relations with others)
existence needs (physical well-being)
Alderfer (1972) developed a comparable hierarchy with his ERG (existence, relatedness, and growth) theory. His approach modified Maslow's theory based on the work of Gordon Allport (1960, 1961) who incorporated concepts from systems theory into his work on personality.
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http://www.utpb.edu/freshseminar/Theories.doc
Alderfer's ERG Theory
E - needs for physiological and material well-being
R - needs for satisfying interpersonal relationships
G - needs for continued personal growth & development
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http://www.geocities.com/Athens/Forum/1650/htmlalderfer.html
ALDERFER'S ERG THEORY
Clayton Alderfer reworked Maslow's Need Hierarchy to align it more closely with empirical research. Alderfer's theory is called the ERG theory -- Existence, Relatedness, and Growth.
Existence refers to our concern with basic material existence requirements; what Maslow called physiological and safety needs.
Relatedness refers to the desire we have for maintaining interpersonal relationships; similar to Maslow's social/love need, and the external component of his esteem need.
Growth refers to an intrinsic desire for personal development; the intrinsic component of Maslow's esteem need, and self-actualization
***** This brief article compares Maslow to Alderfer
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http://www.netmba.com/mgmt/ob/motivation/erg/
ERG Theory
To address some of the limitations of Maslow's hierarchy as a theory of motivation, Clayton Alderfer proposed the ERG theory, which like Maslow's theory, describes needs as a hierarchy. The letters ERG stand for three levels of needs: Existence, Relatedness, and Growth. The ERG theory is based on the work of Maslow, so it has much in common with it but also differs in some important aspects.
MCCLELLAND’S THEORY OF NEEDS
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http://www.accel-team.com/human_relations/hrels_06_mcclelland.html
Achievement Motivation
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http://www.businessballs.com/davidmcclelland.htm
david c mcclelland's motivational needs theory
David McClelland is most noted for describing three types of motivational need, which he identified in his 1988 book, Human Motivation: achievement motivation (n-ach)
authority/power motivation (n-pow)
affiliation motivation (n-affil)
the need for achievement (n-ach)
The n-ach person is 'achievement motivated' and therefore seeks achievement, attainment of realistic but challenging goals, and advancement in the job. There is a strong need for feedback as to achievement and progress, and a need for a sense of accomplishment.
the need for authority and power (n-pow)
The n-pow person is 'authority motivated'. This driver produces a need to be influential, effective and to make an impact. There is a strong need to lead and for their ideas to prevail. There is also motivation and need towards increasing personal status and prestige.
the need for affiliation (n-affil)
The n-affil person is 'affiliation motivated', and has a need for friendly relationships and is motivated towards interaction with other people. The affiliation driver produces motivation and need to be liked and held in popular regard. These people are team players.
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http://www.netmba.com/mgmt/ob/motivation/mcclelland/
McLelland’s Theory of Needs
In his acquired-needs theory, David McClelland proposed that an individual's specific needs are acquired over time and are shaped by one's life experiences. Most of these needs can be classed as either achievement, affiliation, or power. A person's motivation and effectiveness in certain job functions are influenced by these three needs. McClelland's theory sometimes is referred to as the three need theory or as the learned needs theory.
Implications for Management
People with different needs are motivated differently.
High need for achievement - High achievers should be given challenging projects with reachable goals. They should be provided frequent feedback. While money is not an important motivator, it is an effective form of feedback.
High need for affiliation - Employees with a high affiliation need perform best in a cooperative environment.
High need for power - Management should provide power seekers the opportunity to manage others.
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http://choo.fis.utoronto.ca/FIS/Courses/LIS1230/LIS1230sharma/motive4.htm Three Needs Theory (McClellan)
1) Need for Achievement
-- Need for Achievement
-- Personal responsibility
-- Feedback
-- Moderate risk
2) Need For Power
-- Influence
-- Competitive
3) Need for Affiliation
-- Acceptance and Friendship
-- Cooperative
(David McClelland, The Achieving Sociey, 1961)
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http://www.analytictech.com/mb021/motivation.htm
Acquired Needs Theory (mcclellan)
Some needs are acquired as a result of life experiences
-- need for achievement, accomplish something difficult. as kids encouraged to do things for themselves. -- need for affiliation, form close personal relationships. as kids rewarded for making friends. -- need for power, control others. as kids, able to get what they want through controlling others.
Again similar to maslow and alderfer.
These needs can be measured using the TAT (thematic apperception test), which is a projection-style test based on interpreting stories that people tell about a set of pictures.
McClelland's TAT – Thematic Apperception Test
Need for - desire to do something better, master a complex task
Need for - establish and maintain relationships
Need for - to control, influence, or be responsible for others.
Translating to High Need Achievement People, High Need Affiliation, and High Need power.
HERZBERG’S HIERARCHY OF NEEDS
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http://www.accel-team.com/human_relations/hrels_05_herzberg.html
2 Factor Hygiene and Motivation Theory
http://www.aafp.org/fpm/991000fm/26.html
Job Satisfaction: Putting Theory Into Practice
Yes, it is possible for you and your employees to be happy on the job. The key is in how you handle two factors: motivation and 'hygiene.'
Herzberg went on to develop his theory that there are two dimensions to job satisfaction: motivation and "hygiene" (see "Two dimensions of employee satisfaction"). Hygiene issues, according to Herzberg, cannot motivate employees but can minimize dissatisfaction, if handled properly. In other words, they can only dissatisfy if they are absent or mishandled. Hygiene topics include company policies, supervision, salary, interpersonal relations and working conditions. They are issues related to the employee's environment. Motivators, on the other hand, create satisfaction by fulfilling individuals' needs for meaning and personal growth. They are issues such as achievement, recognition, the work itself, responsibility and advancement. Once the hygiene areas are addressed, said Herzberg, the motivators will promote job satisfaction and encourage production.
Frederick Herzberg theorized that employee satisfaction depends on two sets of issues: "hygiene" issues and motivators. Once the hygiene issues have been addressed, he said, the motivators create satisfaction among employees. Hygiene issues (dissatisfiers)
Company and administrative policies
Supervision
Salary
Interpersonal relations
Working conditions
Motivators (satisfiers)
Work itself
Achievement
Recognition
Responsibility
Advancement
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http://www.skymark.com/resources/leaders/herzberg.asp
Frederick Herzberg: Exploring What Motivates Us
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http://www.amazon.com/exec/obidos/tg/detail/-/B00005REGZ/002-5580991-6300068?v=glance One More Time: How Do You Motivate Employees? (Classic) (HBR OnPoint Enhanced Edition) by Frederick Herzberg (Author)
http://www.stc.org/50thConf/Session_Materials/dataShow.asp?ID=191
One More Time – How Do You Motivate Employees?
***** This is a 26-page PPT presentation. discussing Herzberg’s motivational theory that was originally published in the Harvard Business Review in 1968, republished in 1987 and 2003 and is rated the most popular HBR reprint ever.
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COGNITIVE THEORIES OF MOTIVATION
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http://www.siu.edu/departments/cola/psycho/psyc323/chapt08/
Chapter Eight Motivation Through Equity, Expectancy, and Goal Setting
http://www.siu.edu/departments/cola/psycho/psyc323/chapt08/tsld002.htm Cognitive Theories of Motivation-
Behavior is a function of beliefs, expectations, values, and other mental cognitions. -- Equity Theory
-- Expectancy Theory
-- Goal Setting Theory
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http://www.analytictech.com/mb021/motivation.htm
Cognitive Evaluation Theory
This theory suggests that there are actually two motivation systems: intrinsic and extrinsic that correspond to two kinds of motivators:
-- intrinsic motivators: Achievement, responsibility and competence. motivators that come from the actual performance of the task or job -- the intrinsic interest of the work.
-- extrinsic: pay, promotion, feedback, working conditions -- things that come from a person's environment, controlled by others.
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http://www.stemnet.nf.ca/~dtroke/cognitive_theories.htm
Cognitive Theories – Attribution Theory, Self-Efficacy, Goal Theory
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http://www.css.edu/users/dswenson/web/OB/VIEtheory.html
Expectancy & Equity Theories of Motivation
Vroom's VIE (Expectancy) Theory of Motivation
Although Edward Tolman and Kurt Lewin conducted much of the original work on expectancy theory, Victor Vroom is usually credited with having applied the model to workplace motivation. This theory explains how people choose from among various options available, and posits that motivation is dependent on how much we want something and our likehood of getting it.
Equity Theory
J. S. Adams formulated equity theory of job motivation in 1963. It is based on the idea that people will develop comparisons with others ("referents") to help decide what is fair and reasonable in an exchange. We are also influenced by friends, colleagues, family, and other sources of facts and opinions in establishing these benchmarks. Our motivation is then exerted proportional to the degree to which we are receiving reward outputs equivalent to our effortful inputs. When outputs or rewards (salary, bonus, special treatment, etc.) are not equivalent, people become bitter and even disruptive, productivity and quality may be reduced, absenteeism may increase, and personnel may turnover.
ADAMS’S EQUITY THEORY
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http://academic.emporia.edu/smithwil/00fallmg443/eja/zilllman.html#Adams'%20Equity%20Theory Adams' Equity Theory
"Equity theory is based on the phenomenon of social comparison. Adams argues that when people gauge the fairness of their work outcomes relative to others, any perceived inequity is a motivating state of mind. Perceived inequity occurs when someone believes that the rewards received for their work contributions compare unfavorably to the rewards other people appear to have received for their work. When such perceived inequity exists, the theory states that people will be motivated to act in ways that remove the discomfort and restore a sense of felt equity" (Hunt 115).
-- Underpayment (perceived negative inequity) - perceived as a short coming of a reward or payment in relation to work inputs
-- Overpayment (perceive positive inequity) - can produce feeling of guilt from getting more reward or payment for working
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http://www.businessballs.com/adamsequitytheory.htm
j stacey adams - equity theory on job motivation
adams' equity theory
We each seek a fair balance between what we put into our job and what we get out of it. Adams calls these inputs and outputs. We form perceptions of what constitutes a fair balance or trade of inputs and outputs by comparing our own situation with other 'referents' (reference points or examples) in the market place. We are also influenced by colleagues, friends, partners in establishing these benchmarks and our own responses to them in relation to our own ratio of inputs to outputs.
http://www.businessballs.com/adamsequitytheory.pdf
Adams Equity Theory Diagram
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http://choo.fis.utoronto.ca/FIS/Courses/LIS1230/LIS1230sharma/motive5.htm Equity Theory
-- An employee compares her/his job's inputs-outcomes ratio with that of referents. If the employee perceives inequity, she/he will act to correct the inequity: -- Lower productivity
-- Reduced quality
-- Increased absenteeism
-- Voluntary resignation.
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http://www.psyc.vt.edu/courses/f2003/94336/Motivation.htm
B. Cognitive Choice Theories
1. Equity theory (Adams, 1965)
This theory is based on the principle of social comparison
-- Equity considerations
-- Input/output ratio for self and others
2 types of inequity
1. underpayment
2. overpayment
Inequity = Tension
Evaluation of Equity Theory
-- Equity theory holds up best under conditions of underpayment
-- Power of prediction is very weak
-- May be more useful in determining job satisfaction
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http://www.westminsterassociates.com/fairpay.htm
WHAT IS "FAIR" PAY?
A landowner went out early in the morning to hire men to work in his vineyard. He agreed to pay them a denarius for the day. Three hours later he went out and saw others standing in the marketplace doing nothing. He told them to go and work in his vineyard and he would "pay them whatever is right," so they went. He did the same again in the sixth, ninth and eleventh hours. When evening came, the landowner paid the workers, starting with the last hired. Each worker received a denarius. But those hired first expected more. The landowner told them "I am not being unfair to you. Didn't you agree to work for a denarius? I want to give the man who was hired last the same as I gave you. Don't I have the right to do what I want with my own money? Or are you envious because I am generous? So the last will be first, and the first will be last." Matthew 20:1-16.
Today, the pay strategy in this Parable would certainly not be considered "fair." However, this Parable illustrates the essence of Equity Theory (J. S. Adams), which helps us to understand how people perceive pay fairness. Adams suggests that each of us compares our "inputs" (e.g. work) and our "outcomes" (e.g. pay). If we deem this comparison "unfair," Adams states that we may alter our inputs in relation to how we perceive our outcomes.
EXPECTANCY THEORY -- VROOM
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http://choo.fis.utoronto.ca/FIS/Courses/LIS1230/LIS1230sharma/motive6.htm Expectancy Theory
An individual will act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.
-- Effort and Performance linkage (How hard will I have to work?)
-- Performance and Reward linkage (What is the reward?)
-- Attractiveness (How attractive is the reward?)
(Victor Vroom, Work and Motivation, 1964)
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http://www.psyc.vt.edu/courses/f2003/94336/Motivation.htm
2. Expectancy Theory (Vroom, 1964)
A cognitive theory that assumes that all people are completely rational decision makers -- People expend effort on activities that will lead to desired outcomes or rewards 5 major components
-- Job outcomes
-- Valence
-- Instrumentality
--Expectancy
--Force
Evaluation of Expectancy Theory
-- Assumes that individuals are completely rational in their decision making -- VIE multiplicative model is not the optimal predictor of effort, choice, and performance -- VIE framework is a good conceptual basis for understanding the construct of motivation
GOAL SETTING THEORY
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http://choo.fis.utoronto.ca/FIS/Courses/LIS1230/LIS1230sharma/motive5.htm#goal Goal Setting Theory
Specific goals increase performance, and difficult goals, when accepted, result in higher performance than easy goals.
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http://www.psyc.vt.edu/courses/f2003/94336/Motivation.htm
C. Self-Regulation Theories
1. Goal-setting theory
A person’s actions and motivation are governed by goals that the person is trying to attain Goals serve as a motivational basis for task performance in that:
1. They motivate people to exert effort in line with the demands of their goal 2. They lead individuals to persist in their activities until they reach their goal 3. They direct attention to relevant behaviors or outcomes
The Goal Setting Effect
Specific, difficult goals lead to higher performance levels than vague, easy, or do-your-best goals Research Support
Strong empirical support for this theory
-- Simple vs. complex tasks
-- Assigned vs. self-set goals
-- Ability driven tasks
Determinants of goal choice
1. Ability
2. Self-efficacy
Evaluation of goal setting theory
-- Provides an excellent framework for understanding how aspirations and goals influence performance and motivation -- “Bottom line” value
Management by Objectives
-- Limited in its scope
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www.psych.ohiou.edu/people/faculty/ vancouver/Academy2000.ppt
How Control Theory Accounts for Goal-Setting Effects: An Empirical Investigation
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http://www.triangle.co.uk/jvet/Resources/Loidl-Keil.pdf
Towards a Conceptual Scheme of Motivation in Work-Based Training ...
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http://www.ericfacility.net/databases/ERIC_Digests/ed462671.html
Self-Regulation through Goal Setting. ERIC/CASS Digest.
Most theories of self-regulation emphasize its inherent link with goals. A goal reflects one's purpose and refers to quantity, quality, or rate of performance (Locke & Latham, 1990). Goal setting involves establishing a standard or objective to serve as the aim of one's actions. Goals are involved across the different phases of self-regulation: forethought (setting a goal and deciding on goal strategies); performance control (employing goal-directed actions and monitoring performance); and self-reflection (evaluating one's goal progress and adjusting strategies to ensure success (Zimmerman, 1998).
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GENERAL RESOURCES ON EMPLOYEE MOTIVATION
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http://www.inc.com/guides/hr/20776.html
Motivating Employees
***** This is a collection of links from Inc. magazine that covers every facet of employee motivation.
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http://www.entrepreneur.com/Your_Business/YB_Node/0,4507,508,00.html
Motivating Employees
***** This is a collection of links from Entrepreneur. magazine that covers every facet of employee motivation.
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http://www.dickinson.edu/~jin/motivation.html
Motivation in Organization
Types of theories
(1) Need-based theories
-- Maslow's need hierarchy
-- McGregor's Theory X and Theory
-- Herzberg's two-factor theory
-- Alderfer's ERG theory
-- McClelland's need theory
(2). Process-based theory
-- Equity theory
-- Expectancy theory
-- Goal-setting theory
-- Reinforcement theory:
-- Attribution theory
(3) Individual-organizational goal-congruence theories
-- Exchange
-- Accommodation
-- Socialization
-- Identification
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http://www.cba.uri.edu/Scholl/MGT302/SS/Outlines/M2Outline.html
Topical Outline for: Module 2- Motivation & Behavioral Change
II. Approaches to the study of work motivation
A. Dispositional Approach
B. Cognitive Approach
C. Behavioral Approach
D. Affective Approach
E. Integrative Approaches
III. Dispositional Approaches- What outcomes for individuals motivated to obtain? A. Need Theories
1) The Need Hierarchy
2) ERG Theory
3) Learned Needs
B. Sources of Motivation Model
1)Self-concept based motivation
C. The role of values in employee motivation
IV. Cognitive Approaches- How do individuals choose among alternative behaviors? A. Expectancy Theory
B. Decisional Balance
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http://www.cba.uri.edu/Scholl/Notes/Motivation.html
Motivation
Richard W. Scholl, Professor of Management, University of Rhode Island
Much of the debate around the topic of motivation has centered on these issues: 1. Is motivation Internal to the individual or the result of External (situational) forces? 2. The relative effectiveness of Extrinsic Motivation versus Intrinsic Motivation. 3. The Cognitive nature of motivation versus the Affective nature of motivation. 4. Cognitive versus Dispositional approaches to motivation
5. Process models versus Content models of motivation
The following summary and index provides links to various other web pages summarizing motivation issues. These notes are intended for the use of our graduate and undergraduate students and are generally used in conjunction with class discussion and extensive reading. Other feel free to use this and related pages as a resource, but are advised to do so with some degree of caution.
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http://www.personal.psu.edu/users/d/a/dan148/I_O_motivatn.html
Motivation
Lecture Goals
Introduce Motivation
Introduce Theories of Motivation
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http://academic.emporia.edu/smithwil/00fallmg443/eja/zilllman.html
Motivation
What is Motivation?
Role of Managers in Motivating Employees
Employee Motivation
Vroom's Expectancy Theory
Maslow's Hierarchy of Needs
Alderfer's ERG Theory
Adams' Equity Theory
Herzberg's Two-Factor Theory
McClelland's Acquired Needs Theory
Ways Managers Can Increase Motivation
References
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http://www.businessballs.com/freeonlineresources.htm
free theory and process diagrams
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http://www.psyc.vt.edu/courses/f2003/94336/Motivation.htm
Work Motivation
-- The force that drives people to behave in a way that energizes, directs, and sustains work behavior
Individual variability in behavior not due solely to
a) individual differences in ability
b) environmental demands
3 major dependent variables
1. Direction of behavior
2. Intensity of action
3. Persistence of behavior
General Model of Performance
Ability + Situational Constraints + Motivation à Behavior à Performance
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http://216.239.39.104/search?q=cache:F6cmgUAksdYJ:www.eng.fiu.edu/feeds/Fall_03_HO/EIN%25205322/1/chap%252007.ppt+Equity+Theory+Adams&hl=en&ie=UTF-8 Motivation Theories:
Content Theories:
Based on human needs and people’s effort to satisfy them
-- Maslow's hierarchy of needs
-- Herzberg's 2-factor theory
-- McClelland’s Trio of Needs
Process Theories:
Assumes that behavioral choices are based on expected outcomes
-- Equity Theory (Adams)
-- Expectancy Theory (Vroom)
-- Porter-Lawler Extension
-- Behavior Modification (Skinner)
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http://www.giulian.com/chap15accc.htm
Professor Giulian’s Bulletin Board
Motivating Employees
What is motivation? The willingness of employees to exert high levels of effort to reach goals (keeping in mind that the effort must also help to satisfy an internal need) What is a need? Internal state that makes something look attractive.
Needs (Content)Theories-
Emphasis on the needs of people
1. Maslow
2. Hertzberg
3. Three Needs Theory- McClelland
Process (Cognitive) Theories
Emphasis on the process of motivating employees.
1. Goal setting theory
2. Reinforcement Theory (Skinner)
3. Equity Theory- Stacey Adams
4. Expectancy Theory- Victor Vroom
Designing Motivating Jobs
Job Design- The way in which managers design jobs to make them more satisfying. 1. Job Enlargement- Horizontal expansion of a job (tasks)
2. Job Enrichment- Vertical expansion (Responsibility)
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http://www.org.hha.dk/org/ha/efteraar01/BSc/Lecture2.pdf
Motivational Theories – General Classification
Content Theories – a number of more or less identical theories that attempt to explain which forces motivate human behavior i.e. theories that primarily try to identify the internal forces, needs or urges that are believed to control human behaviour.
Process Theories – a number of different theories that attempt to explain how and why human behavior is directed towards certain choices/behavioural forms, and which parameters other persons (i.e. managers) will try to influence in order to promote a specific behavioural form.
This is a case of complementary – rather than competing explanations.
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SEARCH STRATEGY
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organizational behavior motivation theories
organizational behavior needs based motivation theories
organizational behavior cognitive motivation theories
Alderfer's ERG Theory.
Cognitive Theories of Motivation organizational behavior
Thank you for the five stars and tip. I'm glad the answer was what you needed.
~ czh ~
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