Chapter 16 Motivation Theory and Practice
Takeaway 1: Individuals Needs and Motivation
Motivation—the forces within the individual that account for the level, direction, and
persistence of effort expended at work
Needs – Unfulfilled physiological and psychological desires of an individual
Need are important for:
Workplace behavior and attitudes
Tensions that influence attitudes and behavior
Good managers and leaders should facilitate employee need satisfaction
Hierarchy of needs theory
Developed by Abraham Maslow
Lower-order and higher-order needs affect workplace behavior and attitudes
Lower-order needs – Physiological, safety, and social needs and desires for physical
and social well being
Higher-order needs – Esteem and self-actualization needs and desire for
psychological growth and development
Deficit principle – A satisfied need is not a motivator of behavior
Progression principle – A need at one level does not become activated until the next
lower-level need is satisfied
How managers can use Maslow’s hierarchy of human needs to better meet employee’s needs:
ERG theory
Developed by Clayton Alderfer
Three need levels
1. Existence needs – desires for physiological and material well-being
2. Relatedness needs – desires for satisfying interpersonal relationships
3. Growth needs –desires for continued psychological growth and development
Any/all needs can influence behavior at one time, progression isn’t necessary for other needs
to become activated
Frustration-regression principle – An already satisfied lower-level need becomes reactivated
when a higher-level need is frustrated
, Two-factor theory
Developed by Frederick Herzberg
1. Hygiene factors:
Elements of the job context (the work setting)
Sources of job dissatisfaction
2. Satisfier factors:
Elements of the job content (what the job tasks are)
Sources of job satisfaction and motivation
Elements in Herzberg’s two-factor theory:
Acquired needs theory
Acquired needs theory – Developed by David McClelland, people acquire needs through their
life experiences
Needs that are acquired:
Need for
Achievement
(nAch)
Need for Need for
Affiliation Power
(nAff) (nPower)
Need for Achievement (nAch) – Desire to do something better or more efficiently, to solve
problems, or to master complex tasks
People high in (nAch) prefer work that:
Involves individual responsibility for results
Involves achievable but challenging goals
Provides feedback on performance
Need for Power (nPower) – Desire to control other persons, to influence their behavior, or to
be responsible for other people, personal power versus social power
People high in (nPower) prefer work that:
Involves control over other persons
Has an impact on people and events
Brings public recognition and attention
Takeaway 1: Individuals Needs and Motivation
Motivation—the forces within the individual that account for the level, direction, and
persistence of effort expended at work
Needs – Unfulfilled physiological and psychological desires of an individual
Need are important for:
Workplace behavior and attitudes
Tensions that influence attitudes and behavior
Good managers and leaders should facilitate employee need satisfaction
Hierarchy of needs theory
Developed by Abraham Maslow
Lower-order and higher-order needs affect workplace behavior and attitudes
Lower-order needs – Physiological, safety, and social needs and desires for physical
and social well being
Higher-order needs – Esteem and self-actualization needs and desire for
psychological growth and development
Deficit principle – A satisfied need is not a motivator of behavior
Progression principle – A need at one level does not become activated until the next
lower-level need is satisfied
How managers can use Maslow’s hierarchy of human needs to better meet employee’s needs:
ERG theory
Developed by Clayton Alderfer
Three need levels
1. Existence needs – desires for physiological and material well-being
2. Relatedness needs – desires for satisfying interpersonal relationships
3. Growth needs –desires for continued psychological growth and development
Any/all needs can influence behavior at one time, progression isn’t necessary for other needs
to become activated
Frustration-regression principle – An already satisfied lower-level need becomes reactivated
when a higher-level need is frustrated
, Two-factor theory
Developed by Frederick Herzberg
1. Hygiene factors:
Elements of the job context (the work setting)
Sources of job dissatisfaction
2. Satisfier factors:
Elements of the job content (what the job tasks are)
Sources of job satisfaction and motivation
Elements in Herzberg’s two-factor theory:
Acquired needs theory
Acquired needs theory – Developed by David McClelland, people acquire needs through their
life experiences
Needs that are acquired:
Need for
Achievement
(nAch)
Need for Need for
Affiliation Power
(nAff) (nPower)
Need for Achievement (nAch) – Desire to do something better or more efficiently, to solve
problems, or to master complex tasks
People high in (nAch) prefer work that:
Involves individual responsibility for results
Involves achievable but challenging goals
Provides feedback on performance
Need for Power (nPower) – Desire to control other persons, to influence their behavior, or to
be responsible for other people, personal power versus social power
People high in (nPower) prefer work that:
Involves control over other persons
Has an impact on people and events
Brings public recognition and attention
