Definition of motivation and its elements Early theories of motivation Contemporary theories of motivation Implication of job engagement How contemporary theories of motivation complete each other

1. FAIZATUL HIQMAH

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Definition of
motivation and its
elements
Early theories of
motivation
Contemporary
theories of
motivation
Implication of job
engagement
How contemporary
theories of
motivation complete
each other

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Toward attaining a GOAL
Of EFFORT
PERSISTENCE
DIRECTION
INTENSITY
Process that account for INDIVIDUAL’S

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Hierarchy of
needs theory
Two factors
theory
McClelland’s
Theory of Needs

6. As each need is
substantially satisfied,
the next need become
dominant
- Abraham Maslow
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7. Relates intrinsic factors
to job satisfaction and
associates extrinsic
factors with
dissatisfaction.
- Frederick Herzberg
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Job Satisfaction
Influenced by
motivation factors
• Achievement
• Recognition
• Responsibility
• The work itself
• Advancement
• Personal
growth
Job Dissatisfaction
Influenced by
hygiene factors
• Quality of
supervision
• Pay
• Company
policies
• Physical work
condition
• Relationships
with others
• Job security
Improving the
motivator factors
increases job
satisfaction
Improving the
hygiene factors
decreases the
job
dissatisfaction

8. A theory that stated
achievement, power
and affiliations are three
important needs that
help explain motivation
- McClelland
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• Need for achievement (nAch)
• Need for power (nPow)
• Need for affiliation (nAff)
Basic needs
• High degree of personal responsibility and
feedback with intermediate degree of risk 
nAch
• nAch  doesnt necessarily make a good
manager
• Effective Leaders  nPow + nAff
Application

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Self determination
theory
Goal setting theory
Self efficacy theory
Reinforcement
theory
Equity
theory/Organizational
justice
Expectancy theory

10. Concerned with the
beneficial effect of
intrinsic motivation and
harmful effects of
extrinsic motivation
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• people prefer to feel they have control over their actions, so
anything that makes a previously enjoyed task feel more like an
obligation than a freely chosen activity will undermine motivation
Basic concept
• extrinsic rewards will reduce intrinsic interest in a task.
• use of extrinsic rewards to motivate is wise, and that pursuing
goals from intrinsic motives (such as a strong interest in the work
itself) is more sustaining to human motivation than are extrinsic
rewards
Cognitive evaluation theory
• considers how strongly people’s reasons for pursuing goals are
consistent with their interests and core values
• Application in OB : managers should provide intrinsic as well as
extrinsic incentives
Self Concordance

11. intentions to work
toward a goal are
considered a major
source of work
motivation
- Edwin Locke
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• Difficult goals, when accepted, produce higher
performances than do easy goals;
• Feedback leads to higher performance than does
non-feedback
Difficulty and feedback dimension
• Goal commitment
• Task characteristic
• National characteristic
Assumption of Goal-Setting Theory
• A program that encompasses specific goals,
participatively set, for an explicit time period and
including feedback on goal progress
Implementation  Management by
Objective

12. individual’s belief that
he or she is capable of
performing a task
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• Enactive mastery  gaining relevant
experience with the task or job
• Vicarious modeling  becoming more
confident because you see someone else
doing the task
• Verbal persuasion  become more confident
when
• someone convinces us we have the skills
necessary to be successful
• Arousal  energized
• state
Increasing self efficacy
• Pygmalion effect theory
Influencing self efficacy in others

13. • Reinforcement
conditions behavior.
• ignores the inner
state of the individual
and concentrates
solely on what
happens when he or
she takes some
action
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• people learn to behave a certain way
to either get something they want or
to avoid something they don’t want
Operant Conditioning Theory
and Reinforcement
• The view that individual can learn
through both observation and direct
experience.
Social learning theory and
reinforcement

14. individuals compare
their job inputs and
outcomes with those of
others and then
respond to eliminate
any inequities
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• Change inputs
• Change outcomes
• Distort perceptions
of self
• Distort perceptions
of others
• Choose a different
referent
• Leave the field
Employee’s view on
inequality

15. the strength of our
tendency to act a
certain way depends on
the strength of our
expectation of a given
outcome and its
attractiveness
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job characteristics
access to sufficient
resources to work
effectively
match between the
individual’s values
and those of the
organization
Leadership
behaviors that
inspire workers to a
greater sense of
mission