Chapter 16: Motivation Theories and Job Design môn Principles of Management | Trường Đại học Quốc tế, Đại học Quốc gia Thành phố Hồ Chí Minh

Chap 16 I. Motivation and need
Motivation are forces within one-self that responsible for the persistence of effort expended at work.
1. Maslow’s hierarchy of needs: Maslow’s is used to meet employee’s needs. Self-
actualization needs are served by creative and challenging work, and job autonomy;
Esteem needs are served by respect, responsibility and recognition. Social, safety, and
physiological needs are served with the work environment, such as positive interactions, compensation and benefits. 2. ERG theory:
a. Existence needs: the desires for physiological and material well-being.
b. Relatedness needs: the desires for satisfying interpersonal relationships.
c. Growth needs: the desires for psychological growth.
ERG theory suggests the various needs can influence behavior at any given time.
It applies the frustration-regression principle, a satisfied need can influence behavior
when a higher-level need cannot be satisfied. 3. Two-factor theory
a. Satisfier factors: factors that motivate staff to work. They are linked with job
satisfaction. They are found in the job content, like job challenge, recognition for
work, a sense of responsibility, the opportunity for advancement and growth.
b. Hygiene factors: factors that demotivate staff to work. They are linked with job
dissatisfaction. That is, job dissatisfaction goes up as hygiene quality goes down.
Hygiene factors are found in the job environment, like working conditions,
interpersonal relations, organizational policies and administration, and
compensation.These two factors affect people in different ways. 4. Acquired needs theory
a. Need for achievement: the desire to do something better, to solve problems, or
to master a task. People with a high need for achievement like to put their
competencies to work; they take moderate risks in order to achieve the goals.
b. Need for power: the desire to control other people, to influence their behavior.
People with a high need for power are motivated to behave in ways that have a clear impact.
c. Need for affiliation: the desire to establish and maintain friendly relations with
others. People with a high need for affiliation seek social approval and satisfying interpersonal relationships. II. Process Theories of Motivation
1. Equity Theory: The theory suggests that being unfairly treated makes people
uncomfortable. Then, they are likely to be motivated to eliminate the discomfort and
restore a sense of perceived equity. 2. Expectancy theory 1
a. Expectancy—a belief that working hard will result in a desired performance being achieved
b. Instrumentality—a belief that successful performance will be followed by
rewards and other work-related outcomes
c. Valence—the value a person perceive the possible rewards and other work- related outcomes
In expectancy theory, motivation (M), expectancy (E), instrumentality (I), and valence (V) are
related to one another in a multiplicative fashion: M = E x I x V. 3. Goal-setting theory
Motivations are created through the goals we set for ourselves. Task goals can be highly
motivating if they are properly set and well managed. 4. Self-Efficacy Theory
Self-efficacy refers to a belief that she or he can perform a specific task. When people believe
themselves to be capable, they will set higher goals for themselves, be more motivated to work hard at these goals. III. Reinforcement Theory
Reinforcement theory considers behavior is influenced by external environmental consequences.
The basic premises of reinforcement theory are based on the law of effect - behavior that
results in a pleasant outcome is likely to be repeated.
Positive reinforcement increases the frequency of desirable behavior by making a pleasant outcome.
Negative reinforcement increases the frequency of desirable behavior, but by making the
avoidance of an unpleasant outcome.
Punishment decreases undesirable behavior by making an unpleasant consequence.
Extinction decreases the frequency of undesirable behavior, by making the removal of a pleasant consequence. -
Positive and negative reinforcement strategies strengthen desirable behavior. -
Punishment and extinction strategies weaken or eliminate undesirable behaviors. IV. Motivation and Job Design
Job design is the process of arranging tasks for individuals and groups so that satisfaction and
performance “fit” between task requirements and people’s needs. The alternatives range from
job simplification to job enrichment.
Job simplification standardizes work procedures and employs people in well- defined tasks. 2
The logic of job simplification is: Because the jobs don’t require complex skills, workers should
be easier and quicker to train, less difficult to supervise, and easy to replace if they leave.
Job rotation gives workers more variety by shifting them between jobs.
Job enlargement combines into one job two or more tasks.
Job enrichment expands job content and increases duties, giving employees more responsibilities. 3