06 Classic Motivation Theories

Classic Motivation Theories
Maslow and the hierarchy of needs
Need-Satisfaction Theory
Human motivation depends on the tension that each
individual perceives to satisfy specific needs
Thus, human behavior can be explained (and
predicted) by analyzing our underlying needs
The Hierarchy of Needs
SELF- ACTUALIZATION NEEDS, the need to satisfy own’s
identity and achieve goals that are consistent with desires and
expectations
SELF- ESTEEM NEEDS, the need to feel competent or
capable of doing something, and the need for others’
recognition
BELONGING NEEDS, they imply the need to be accepted,
to belong to a social group or context
SAFETY NEEDS , they imply safety, security, order,
predictability (home, family, work)
PHYSIOLOGICAL NEEDS (air, water, food, sleep, etc).
These are primaries needs
The logic of hierarchy
Needs generate motivation in an orderly fashion
Satisfied needs do not motivate until they re-emerge
Once a certain need is satisfied, motivation stems from unsatisfied
needs (at a higher level)
A higher leve need is not motivatin until a lower level need is satisfied
Implications for managers
Incentives have to be designed in order to satisfy the needs
according to their hierarchy
essential needs, through salary and a secure job
social and esteem needs, by facilitating humans
relations, identification, feedback about results
etc
high level needs, with
opportunities for growth etc.
interesting
jobs,
Critiques
Is it really a hierarchy?
Sometimes people are sensitive to different needs
at the same time!
How needs are satisfied?
Individuals may have different preferences not
just about the mere satisfaction of needs, but also
about how those needs are satisfied
Do indivduals matter?
A deterministic logic: are we really all the same?
We really all have the same needs, with the same
structure and priorities?
Alderfer ERG model
Existence Needs
Primary needs (phisiological, securety etc.)
Relatedness Needs
The need to have social relations
Growth needs
The need to be appreciated, to be competent and to self-realization
Alderfer’s ERG model
If a certain need is satisfied, a
higher level need becomes
relevant (just like Maslow)
If a certain need is frustrated,
then a lower level need
becomes more important
Es. those who do not have career opportunities get more satisfaction
and motivation from the social interactions in their work context
Herzberg
why some individuals are not frustrated
by the fact that they can’t satisfy higher
level needs?
Some people are frustrated by the
organizational constraints, and desire
more autonomy and responsibilities
Other people, however, prefer planned
/ routinized jobs
Herzberg
A research at the Psychological Service in Pittsburg shows that there
are two categories different factors that influence motivation and
satisfaction in very different ways
Some
factors
dissatisfaction
IfIf absent,
absent,
unsatisfied
dissatisfied
influence
people
people
Some
factors
satisfaction
influence
are
are
If absent, people are less
satisfied
If present, they reduce
dissatisfaction but to not
increase satisfaction
If present, they generate
satisfaction but do not
modify the dissatisfaction
Herzberg
•
•
•
•
•
Self-realization
Recognition
Interesting jobs
Responsibility
Career opportunity
Absence of
satisfaction
Motivating Factors
Satisfaction
Dissatisfaction
Hygiene Factors
Absence of
dissatisfaction
• Wages / Salary
• Relationships with colleagues
and bosses
• physical work conditions
Managerial Implication
• Recruting (matching)
• Career opportunities
Be aware of
individual
differences
• Personnel development
• Inentives
• Work environemnt
• etc …
McClelland: Achievement, power, affiliation
Need for Achievement
motivates people to exert effort in order to obtain recognition about their work
Need for Power
motivates people to influence others andexercise controll, authority, command
Need for Affiliation
Motivates people to establish social relations
H erzberg
Fattori
m otivatori
Fattori
igien ici
Maslow
Realizzazione
Lavoro in sé
Responsabilità
Crescita
Bisogn i di
au torealizzazion e
Ricon oscim ento
Au tostim a
Bisogn i d stim a
R ispetto dagli altri
Su pervisione
Relazion i
in terperson ali
Bisogn i di
appartenenza
Sicurezza
Politiche aziendali
S icu rezza Psicologica
Bisogn i di Sicu rezza
S icu rezza Fisica
Salario
Con dizion i
lavorative
Alderfer
Bisogn o di
su ccesso
Bisogn i di
crescita
Bisogn o di
potere
Bisogn i
relazionali
Bisogn i di
esistenza
Bisogn i fisiologici
McClellan d
Bisogn o di
affiliazione
Vroom’s theory
Pr estazion e
Sforzo
Mo tivazio ne
Aspettativa
S tru m en talità
Percezione di
• Au toefficacia
• Au tostim a
• Com peten ze
possedute
• Locu s of con tr ol
Aspettativa
credenza che un certo
sforzo permetta di
ottenere particolari
prestazioni
Risultato
Valen za
• Ch iarezza degli
in cen tivi
• Tr asparenza
d elle p olitich e
Strumentalità:
credenza che una
data prestazione
permetta di ottenere
certe ricompense
•
•
•
•
Valor i
Pr eferenze
Bisogn i
Obiettivi
Valenza:
preferenza personale
verso una certa
ricompensa
Managerial Implications
• autonomy
Expetancy
remove obstacles to
achieving results
• support
• feedback
• means and tools
Instrumentality
Valence
clarify behaviors and
outcomes that are
rewarded
understand people’s
preferences
• clear rewarding
policies
• transparent
communication
• consider individual
preferences for the design of
incentives
classic motivation theories,
summary
•
they share a strong emphasis on the idea that what
motivates people is the necessity to satisfy needs
•
different sets, categories of needs are identified
•
in that sense, they have a relatively high «mechanical,
universalistic, deterministic» approach
•
the individual does not matter much
•
•
however there are some differences
they all lead to relatively simple managerial implications