Motivation Theories - Faiza Nadeem
Motivation Theories - Faiza Nadeem
Motivation Theories - Faiza Nadeem
FAIZA NADEEM
M S M AN A G EM EN T S C I EN C ES , S PRI N G 20 1 5
O R G AN I ZAT I O N A L A N D M AN AG EM EN T TH E O RI E S
MOTIVATION
Motivation
Motivation can be thought of as the force that drives behavior.
Motivation refers to “the reasons underlying behavior”, it is “the
attribute that moves us to do or not to do something”
Basic motivational concepts
◦ Reward—a work outcome of positive value to the individual
◦ Extrinsic rewards—valued outcomes given to someone by another person.
◦ Intrinsic rewards—valued outcomes that occur naturally as a person works
on a task.
Early Philosophers – Motivation Theories
Plato (427 B.C. – 347 B.C) —the desire for truth (curiosity) is one of the greatest motivators in life, and wisdom is one of the greatest intrinsic
joys.
Adam Smith (1723-1790)—“enlightened” self-interest; that which is in the best interest and benefit to the individual and to other people
Frederick Taylor (1856-1915) (TRADITIONAL MODEL)—founder of scientific management; emphasized cooperation between management and
labor to enlarge company profits – wage incentives motivate employees
Sigmund Freud (1856-1939)—delve into the unconscious mind to better understand a person’s motives and needs
Elton Mayo (1880-1949) (HUMAN RELATIONS MODEL)—people are motivated by much more than financial self-interest and that motivation,
generated when people feel valued and cared for, increases productivity.
Modern Views on Motivation Theories
F. Landy and W. Backer (1985) divided modern views on motivation theory and practice, represented by various
authors, into five categories:
1. Needs Theories (A.H. Maslow 1943, McGregor 1960, J. W. Atkinson 1964, C.P. Alderfer 1972, D. McClelland 1985),
◦ Human needs and how people with different needs may respond to different work situations.
◦ Hygiene
◦ Elements of job context
◦ Sources of job dissatisfaction
◦ Motivators
◦ Elements of job content
◦ Sources of job satisfaction and motivation
c) Alderfer’s ERG Theory and
d) McClelland’s Acquired Needs Theory
Clayton Alderfer (1940-2015) David McClelland (1917-1998).
(1972), ERG Theory (1985), Acquired needs theory
three components drawn upon Maslow’s Needs are not innate, but are learned or
Theory (E , R & G) developed as a result of one’s life experience.
◦ How people give meaning to rewards and make decisions on various work-related behaviors (Cognitive Approaches)
Theory X, managers, tend to assume that workers are lazy, need to be coerced, have little ambition, and
are focused on security needs, generally assume that lower-order needs dominate individuals. These
managers then treat their subordinates as if these assumptions were true. Motivation: Punishment
(negative or positive)
Theory Y managers, tend to assume that workers do not inherently dislike work, are capable of self-
control, have the capacity to be creative and innovative, and generally have high-level needs that are
often not met on the job. These managers then treat their subordinates as if these assumptions were true.
Motivation: Reinforcement (negative or positive)
McGregor Theory X and Y and
Maslow Hierarchy of Needs
Locke, Edwin A. (1968). "Toward a Theory of Task Motivation and Incentives." Organizational Behavior and Human
Performance, 157–189.
Maslow, Abraham H. (1954). Motivation and Personality. New York: Harper & Row.
McClelland, David C. (1962). "Business Drive and National Achievement." Harvard Business Review, 99–112.
Vroom, Victor H. (1964). Work and Motivation. New York: John Wiley & Sons.