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Maslow's Hierarchy of Needs
(1) Physiological
(2) Safety
(3) Social
(4) Esteem
(5) Self-actualization
According to Maslow, what motivates behavior?
The lowest unsatisfied need
What does Maslow believe about unsatisfied needs?
Cannot be motivated if need is unfulfilled
According to Maslow, if a need is frustrated what will the employee experience?
Feeling stuck. They can no longer be motivated.
Needs typically unsatisfied in most organizations? What? What to do?
esteem or self-actualization

due to specialized jobs

enrichment of jobs corrects this
Highest level of personal motivation?
Self-actualization
Peak experience
Self-actualization, which is momentary
What does research say about Maslow's theory?
> not everyone climbs hierarchy in progression
> satisfied need can still motivate
> once reach self-actualization, want more
Cafeteria-style benefits plan
Pick and choose what works best for you
Application of Maslow's theory of motivation if manager
> different people. different motivations
> people's motivations can change, must tailor motivation to stage
ERG Theory
(E)xistence
(R)elatedness
(G)rowth
Comparison of ERG Theory to Maslow's Theory
(E)xistence - physiological, safety
(R)elatedness - social, esteem
(G)rowth - self-actualization
ERG theory says what about a satisfied need?
It can still motivate
Frustration-Regression Principle in ERG Theory
If higher need frustrated, return to lower need and can still be motivated
Herzberg says opposite of job satisfaction?

opposit of job dissatisfaction?
Job Satisfaction = No Job Satisfaction

Job Dissatisfaction = No Job Dissatisfaction
Herzber's Two-Factor Theory

AKA
Motivation-Hygiene Theory
Motivator Factor in Two-Factor Theory

Comparable to what in Maslow's Theory?
The work, and how it makes you feel.
> related to job enrichment, because motivators are present = enriched job

Related to Esteem and Self-actualization
Hygiene Factor in Two-Factor Theory

Comparable to what in Maslow's Theory?
External factors: pay, benefits, supervision, coworkers, working conditions, company policy

Comparable to Physiological, Safety, Social
Herzberg advocates ____ to motivate employees
Job enrichment
Effect of Hygiene Factors on Job Dissatisfaction
Prevent Job Dissatisfaction

> does not produce satisfaction
> according to Herzberg, hygiene factors cannot motivate
Certain Type of Job (Specialized or Enriched)
WITH
Hygiene Factors (Good or Bad)
=
Type of Satisfaction/Dissatisfaction
Taco Bell worker
Specialized + Poor Hygiene = No JS + JDS

Dr. 90210
Enriched + Good Hygiene =
JS + No JDS

Sauley's brother
Specialized + Good Hygiene =
No JS + No JDS
Problems with Herzberg's 2-factor Theory
> assumes all employees are motivated by job enrichment
> some people's hygienes are another's motivators
> assumes everyone has an expressive motivation towards work and ignores instrumentals

>based on accountants and engineers
>conduction of interviews faulty
>suffered from self-serving bias
Premise behind Goal Setting Theory
Direct connection between what we intend to do and what we actually do
SCARF

in goal setting theory
(S)pecific: in term's of what is desired and when
(C)hallenging: yet achievable
(A)ccepted: by subordinate
(R)ewarded: for goal attainment
(F)eedback: on goal-related performance
Three ways to increase goal acceptance
(1) rewards for goal attainment
(2) participation in goal setting by the subordinate
(3) autocratic tell and sell method of goal setting
How does participation in goal setting increase performance?
Increased acceptance, the subordinate feels like it's their goal
When does participation in goal setting not work?
(1) Management and labor do not trust each other
(2) Subordinate does not want to participate
(3) Manager is an autocrat, feels uncomfortable with subordinates setting goals
Autocratic tell-sell method

When to use it?
>Manager, acting alone, sets goals
>Tells subordiantes
>Sells goals: value to subordinate, value for company, reasons for doing it
When to use autocratic tell-sell method or participation in goal setting?
Both are equally effective, but depends on the situation
What is Skinner's Reinforcement Theory based on?
One simple law-
Thorndikes's law of effect
>behaviors followed by positive consequences will tend to be repeated

Consequences determine Behavior Frequency
Positive Reinforcement?
Behavior, then positive consequence

>behavior increased
Negative Reinforcement?
Avoidance learning

Behavior, then negative consequence is withdrawn or not given

Avoiding PUNISHMENT

>behavior increased
Extinction?
Behavior given no consequence

>ignore behavior to make it go away

>SPIKE: behavior increases before it decreases
Punishment?
Behavior, then negative consequence

>behavior decreased
Problems with punishment
>ONLY tells you what you did wrong, not what to do right
>can replace bad behavior, with another bad behavior if no coaching
>subordinate feels mad or sad and productivity goes down
>"When cat is away, mice will play"
Leave-Alone Zap Trap
>good performance is not rewarded (extinction) - DOES NOT ENCOURAGE GOOD PERFORMANCE
>only see manager when something done wrong
>increased exculpatory behavior - CYA (Cover Your Ass)
Work Climate created by Leave-Alone Zap Trap
One based upon fear and avoidance
How to Overcome Leave-Alone Zap Trap
Manager should walk around, catch employee doing something good, give positive consequence
Number of Positive to Negative Consequences to not be perceived as punisher
4 (+) = 1 (-)

>some dependent upon situation
Jelly Bean Motivation Trap
>everyone is rewarded equally
>high/moderate/low performers rewarded equally
>high performers become upset

>Motivation and Performance go down over time
Rewards are only meaningful when tied to....
Performance!
Rewarding on Assumed Needs Trap
>Not all things rewarding for everyone

>cannot assume what is good for someone b/c it is negative for you

AVOID by Asking instead of Guessing!
Concern of Equity Theory
Fairness in the Workplace

>what people perceive to be fair
>how people react to perceived unfairness
Four Tenants of Equity Theory
(1) People dtrive for state of equality
(2) When inequity perceived, creates tension
(3) The greater the perceived inequity, the greater the tension
(4) People more readily perceive inequity than equity
Difference between Equity and Equality
EQUITY: the more you do, the more you get (INPUTS determine OUTCOMES)

EQUALITY: get the same OUTCOME regardless of INPUT (Jelly Bean Motivator)
What is more important in equity theory: perception or reality?
Perception

because what is fair in reality may not be perceived this way by all
Favorable inequity?
Unfavorable inequity?
Favorable inequity: being over-rewarded for work
Unfavorable inequity: being under-rewarded for work*

*more readily noticed
When faced with unfavorable inequity, what do people do to try and restore equity?
>Quit
>Take longer lunches
>Theft goes up
>Absenteeism
When faced with favorable inequity, what do people do to try and restore equity?
>Cognitively - tell themselves their work must be worth the extra pay

>Overpaying does not motivate people to work harder
Categories of Workers:
Entitled?
Equity Sensitive?
Benevolent?
Entitled: wants to do less for more, over-rewarded is fair

Equity Sensitive: take/give equally, equity is fair

Benevolent: will do more for less, under-rewarded is fair

Entitles and Benevolent least likely to quit
Most and Least Prevalent

Entitled
Equity Sensitive
Benevolent
Most: Equity Sensitive, followed closely by Entitled

Least: Benevolent