Chapter Six
Motivational Needs
and Processes
McGraw-Hill/Irwin
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Learning Objectives
• Define motivation.
• Identify the primary, general, and secondary
needs.
• Discuss the major content theories of work
motivation.
• Explain the major process theories of work
motivation.
• Present the contemporary equity and
organizational justice theories.
• Analyze work motivation across cultures.
Introduction
• Motivation is a basic psychological
process.
– Many of today’s organizational behavior
theorists “think it is important for the field to
reemphasize behavior.”
Meaning of Motivation
• Motivation is a process that starts with a
physiological or psychological deficiency
or need that activates a behavior or a drive
that is aimed at a goal or incentive
– Human motives are variously called
physiological, biological, unlearned, or
primary.
Primary Motives
• A must be unlearned and must be
physiologically based
• People develop different appetites for the
various physiological motives because
people have the same basic physiological
makeup
General Motives
• A motive must be unlearned but not
physiologically based
– Curiosity, manipulation, and activity motives
• Not allowing these types of motives to be
expressed and fulfilled may have serious
consequences
– Affection motive
• Adds importance in the study of human behavior
and organizational behavior
Examples of Key
Secondary Motives
Secondary Motives
Continued
• Power motive
– Adler’s concepts of inferiority complex and
compensation
• Achievement motive
– Moderate risk taking
– Need for immediate feedback
– Satisfaction with accomplishments
– Preoccupation with the task
Secondary Motives
Continued
• Affiliation motive
– Is sometimes equated with social motives
and/or group dynamics
• Security motive
– Conscious
– Unconscious but greatly influential
• Status motive
– Relative ranking
Secondary Motives
Continued
• Intrinsic versus extrinsic motives
– Extrinsic motives are tangible and visible to
others
– Intrinsic motives are internally generated
– Cognitive evaluation theory suggests a more
intricate relationship
Work-Motivation Approaches
Content Theories of Work
Motivation
• Maslow’s hierarchy of needs
Content Theories of Work
Motivation Continued
• Hierarchy of work motivation (continued)
Content Theories of Work
Motivation Continued
• Herzberg’s two-factor theory of motivation
Content Theories of Work
Motivation Continued
• Herzberg’s two-factor theory of motivation
(continued)
– Relation to Maslow’s need hierarchy
• Closely related
– Contribution to work motivation
• New light on the content of work motivation
– Critical analysis of Herzberg’s theory
• Academic perspective: The theory oversimplifies
the complexities of work motivation
Content Theories of Work
Motivation Continued
• Alderfer’s ERG Theory
– Three groups of core needs:
• Existence
• Relatedness
• Growth
– Approach adds the term frustrationregression
Content Theories of Work
Motivation Continued
• Relationship between the three theories
Process Theories of Work
Motivation
• Vroom’s expectancy theory of motivation
Process Theories of Work
Motivation
• Vroom’s expectancy theory of motivation
(continued)
– Meaning of the variables
• Valance, instrumentality, and expectancy
– Implications of the Vroom model for
organizational behavior
– Importance of the Vroom model
Process Theories of Work
Motivation Continued
• Porter-Lawler model
Process Theories of Work
Motivation Continued
• Porter-Lawler model (continued)
– Implications for practice
• Attempts to be more applications oriented
– Contributions to work motivation
• Helps overcome barriers such as ability,
practicality, interdependence, and ambiguity
Contemporary Theories of Work
Motivation
• Equity theory of work motivation
– Equity occurs when
– Equity as an explanation of work motivation
• “Striving” to restore equity
– Research support for equity in workplace
• Fairly supportive
Contemporary Theories of Work
Motivation Continued
• Relationship between equity theory and
organizational justice
– Distributive justice
– Procedural justice
– Interactional justice
Contemporary Theories of Work
Motivation Continued
• Attribution
theory
Contemporary Theories of Work
Motivation Continued
• Attribution theory (continued)
– Overview of the theory
– Locus of control attributions
• Organizational symbolism
– Other attributions
– Attribution errors
• Fundamental attribution error
• Self-serving bias