OB lecture 25 contemporary motivation theories

Contemporary Motivation Theory McClelland Theory of Needs 5. FourDrive Theory 6. Expectancy Theory 7. ‘Goal Setting’ Theory 8. ‘Feedback’ Theory 9. Equity Theory Needs for Achievement (nAch) Needs for Affiliation (nAff) Needs for Power (nPow)

Lecture 25

Contemporary Motivation Theory

Classical Motivation Theories…

Mostly were not supported by empirical research (no Grounded Theory)

Difficult to apply directly in management.

Contemporary Motivation Theory

4 McClelland Theory of Needs

McClelland’s Theory of

Needs (1961)

• Needs for Achievement (nAch)

• Needs for Affiliation (nAff)

• Needs for Power (nPow)

McClelland’s Theory of

Needs

You can find out your needs by test

Needs for Achievement

People with low nAch work better when

money is used as motivation.

Needs for Affiliation (nAffn)

Needs for Affiliation refers to a desire to

seek approval from others, conform to their wishes and expectations, and avoid

conflicts and confrontation People with

a strong nAffn try to project a favourable

images They tend to actively seek support from others and try to smooth out

workplace conflicts

Needs for Affiliations

(nAffn)

High Affn employees work well in

coordination roles to mediate conflicts and sales positions where the main task is

cultivating long term relationship.

They tend to be less effective in allocating scarce resources and making decision

That potential generate conflicts

Common errors in English Expression in Assignment 1

Infinitive - a verbal (usually preceded by

"to") that functions as a noun, an adjective, or an

adverb.

Needs for Affiliations

(nAffn)

People in decision-making positions must

Have a relatively low need for affiliation so that their choices and actions are not biased

A personal need for approval

Need for Power (nPow)

People with a need for power want to

exercise control over others and are

concerned about maintaining their

Leadership position

=> Stalin

Need for Power (nPow)

They frequently rely on persuasive

communication, make more suggestions in meetings

Need for Power (nPow)

McClellend suggested 2 types of nPow.

1.Personalized Power

Use it to advance personal interests Wear power as a status symbol\

Need for Power (nPow)

2 Socialized Power

Desire power as a mean to help other.

Good leader should have a high need of

socialized power than personal power.

They must have a high degree of altrusim and social responsibility and be concerned

about the consequences of

of their own actions on others.

Application of McClellend’s

Theory

McClelland’s Theory is called Learned

Needs Theory

Our need strength can be altered through

social influence… (including training,

motivation program)

He has proven it in ‘Needs for Achievement’

Performance improved after ‘motivation’

training.

Motivation Course

It works !

Anthony Robbins

$$$$$$$$ !

Four Drive Theory

Four Drive Theory

This is almost the latest, and supported by neuroscience.

Paul Lawrence and Nitin Nohria 2002

Harvard Business School

“How Human Nature shapes Our Choices”

Neuroscience

Four Drive Theory

Need and Drive

Drive to Acquire

This is the drive to seek, take control,

and retain objects and personal experiences.

It includes enhancing one self concept

through status and recognition in society.

This is the foundation for competition and

the basis for our needs for self esteem.

Our drive to acquire is insatiable, not just to

fullfill one’s physiological needs.

Drive to Bond

This is to the drive to form social

Relationships and develop mutual caring commitments to others

People who lack social contact are more prone to serious illness

Drive to bond is to fundamental ingredient

To successful organization and society.

People who removed from novel information craved even boring information.

Drive to Defence

This is the drive to protect ourselves

physically and socially, including our

relationship, acquisitions, and our belief system

Four Drives

1 Innate and universal

2 Independent and not hierarchical

3 3 is proactive and one is reactive.

Application of Four Drive Theory

Drive to Acquire - pay, reward

Drive to Bond - social network at work

Drive to Learn - innovation

Drive to Defence – employees’ right

Four Drive must be

Balanced

e.g

Drive to Acquire - politics and conflicts Drive to Bond - inward looking

Expectancy Theory

V.H Vroom

Work and Motivation 1964

Edward Lawler

Motivation in Work Organizations 1973

An elegant and practical model to predict

the chosen direction, level, and persistency

Of motivation

Expectancy Theory

+ or

-E to P Expectancy

P to O Expectancy

Outcome Valence

E to P Expectancy

Individual perception that his effort will result in particular level of performance Definitely, probability = 1.0

Not possible, probability = 0.0

e.g If you work hard, you can write good assignment…

P to O Expectancy

This is the perceived probability that a

specific behaviour or performance will lead

to lead to a particular outcome.

Definitely, probability = 1.0

No effect on outcome = 0.0

+1 – you desire very much

-1 you do not desire it.

Expectancy Theory

Motivation = E-P x P-0 x Outcome valence = 0.5 x 0.5 x 0.8 = 0.2

or = 0.5 x 0.5 x -0.8 = -0.2

To Improve E->P Expectation

To increase the belief that employees are

capable of performing the job successfully

1 Select the people with the right talent, skills and knowledge

2 Provide Training

3 Clarify job requirement

4 Provide sufficient time and resources

5 Assign simpler task employees can master them

6 Provide examples of success.

7 Coaching for those lack self confidence

To Improve P-> O

Expectancy

To improve the belief that good

Performance will result in certain (good)

outcome.

1.Measure job performance accurately

2.Clearly explain the outcomes that will result from successful performance.

3.Describe how epmloyee’s reward is based

on past reward.

4.Provide examples of success

Evaluate the impact of technology on team functioning within a given organization

1 The Shipping Industry Accounting Team

2 People Developer University

The Shipping Industry

Accounting Team

I Boston

Monthly Report Strategy

No common time

Brad does not answer email

Susan and Brad – email quarrel Spent a lot time

Which outcome this essay addresses

Technology makes virtual team possible

How to overcome problems associated with technology

31 December 2010 4pm

Hop