Chapter 5.2: CONTENT THEORIES OF MOTIVATION

Theory X

Is a pessimistic view of employees: They dislike work, must be monitored, and can be motivated only with rewards and punishment ("carrots and sticks").

The need hierarchy theory states?

That motivation is a function of five basic needs: physiological, safety, love, esteem, and self-actualization.

The Three Acquired Needs

The desire to excel, overcome obstacles, solve problems, and rival and surpass others. Need for achievement, need for affiliation, need for power

Theory Y

A modern and positive set of assumptions about people at work: They are self-engaged, committed, responsible, and creative.

Motivating factors

Motivators-including achievement, recognition, characteristics of the work, responsibility, and advancement—cause a person to move from a state of no satisfaction to satisfaction. Factors associated with job satisfaction—such as achievement, recognition, responsibility, and advancement—all of which affect the job content or the rewards of work performance. Herzberg's theory predicts managers can motivate individuals by incorporating motivators into an individual's job.

Competence

"I need to feel efficacious." This is the desire to feel qualified, knowledgeable, and capable to complete an act, task, or goal. The ability to do something successfully or efficiently

Autonomy

"I need to feel independent to influence my environment." This is the desire to have freedom and discretion in determining what you want to do and how you want to do it. independence

Relatedness

"I want to be connected with others." This is the desire to feel part of a group, to belong, and to be connected with others.

Although research does not support the two-factor aspect of Herzberg's theory or the proposition that hygiene factors are unrelated to job satisfaction, three practical applications of the theory help explain why it remains important in the study of OB:

*1. Hygiene first* There are practical reasons to eliminate dissatisfaction before trying to use motivators to increase motivation and performance. You will have a harder time motivating someone who is experiencing pay dissatisfaction or otherwise struggling with Herzberg's hygiene factors. *2. Motivation next* Once you remove dissatisfaction, you can hardly go wrong by build¬ ing motivators into someone's job. This suggestion represents the core idea behind the technique of job design that is discussed in the final section of this chapter. *3. A few well-chosen words* Finally, don't underestimate the power of verbal recognition to reinforce good performance. Savvy managers supplement Herzberg's motivators with communication. Positive recognition can fuel intrinsic motivation, particularly for people who are engaged in their work.

Self-determination theory

Assumes that three innate needs influence our behavior and well-being—the needs for 1. competence 2. autonomy 3. relatedness.

Hygiene Factors

Factors-including company policy and administration, technical supervision, salary, interpersonal relationships with supervisors, and working conditions—cause a person to move from a state of no dissatisfaction to dissatisfaction. Herzberg proposed that individuals will experience the absence of job dissatisfaction when they have no grievances about hygiene factors.

Intrinsic motivation

Longer lasting and has a more positive impact on task performance than extrinsic motivation. The theory proposes that our needs for competence, autonomy, and relatedness produce intrinsic motivation,

Motivator-Hygiene Theory

Proposes that job satisfaction and dissatisfaction arise from two different sets of factors—satisfaction comes from motivating factors and dissatisfaction from hygiene factors. Herzberg's theory stating that employees are primarily motivated by growth and esteem needs, not by lower-level needs

Acquired Needs Theory

States that three needs—for achievement, affiliation, and power—are the key drivers of employee behavior. States that three needs - achievement, affiliation, and power - are major motives determining people's behavior in the workplace

Need for power

The desire to influence, coach, teach, or encourage others to achieve. People with a high need for power like to be in charge. They enjoy coaching and helping others develop.

Need for affiliation

The desire to maintain social relationships, be liked, and join groups. People motivated by the need for affiliation like to work in teams and in organizational climates characterized as cooperative and collegial.

Most content theories of motivation are based on?

The idea that an employee's needs influence his or her motivation.

Needs are defined as?

Physiological or psychological deficiencies that arouse behavior

Self-determination theory focuses on?

The needs that drive intrinsic motivation. Intrinsic motivation is longer lasting and has a more positive impact on task performance than extrinsic motivation.

Job Context

the conditions under which a person's job is performed and the demands such jobs impose upon the individual

Job Content

the tasks and procedures necessary for carrying out a particular job

The Three Innate Needs

1. Competence 2. Autonomy 3. Relatedness

Cameron Mitchell's acquired needs:

Affected the way he ran his successful restaurant business. You can apply acquired needs theory by appealing to the preferences associated with each need when you (1) set goals, (2) provide feedback, (3) assign tasks, and (4) design the job.

Using Self-Determination Theory to Motivate Employees Managers can apply self-determination theory by

Trying to create work environments that support and encourage the opportunity to experience competence, autonomy, and relatedness. *Competence* - Managers can provide tangible resources, time, contacts, and coach¬ ing to improve employee competence. They can make sure employees have the knowledge and information they need to perform their jobs. *Autonomy* - Managers can empower employees and delegate meaningful assignments and tasks to enhance feelings of autonomy. This in turn suggests they should support decisions their employees make. *Relatedness* - Many companies use fun and camaraderie to foster relatedness. In addi¬ tion, a positive and inspiring corporate vision can create a feeling of commitment to a common purpose.