Motivation Theories

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McCleland’s Need Theory

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 McCleland’s Need Theory
• He identified three motivators that he
believed we all have: a need for
achievement, a need for affiliation, and a
need for power. 
• These motivators are not inherent; we
develop them through our culture and life
experiences.

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 McClelland’s Need Theory:
Need for Achievement

Need for Achievement -

a manifest (easily
perceived) need that
concerns individuals’
issues of excellence,
competition, challenging
goals, persistence, and
overcoming difficulties
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 McClelland’s Need Theory:
Need for Power

Need for Power - a manifest

(easily perceived) need that
concerns an individual’s
need to make an impact on
others, influence others,
change people or events,
and make a difference in life

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 McClelland’s Need Theory:
Need for Affiliation

Need for Affiliation - a

manifest (easily perceived)
need that concerns an
individual’s need to
establish and maintain
warm, close, intimate
relationships with other
people
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• Achievers like to solve problems and achieve goals.
• Those with a strong need for affiliation don't like to
stand out or take risk, and they value relationships
above anything else.
• Those with a strong power motivator like to control
others and be in charge.
• You can use this information to lead, praise, and
motivate your team more effectively, and to better
structure your team's roles.

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 Motivational Need Theories
Maslow Alderfer McClelland
Self-actualization Growth Need for
Achievement
Higher Esteem
self
Order interpersonal
Need for
Power
Needs
Belongingness
(social & love) Relatedness Need for
Affiliation

Safety & Security

Lower interpersonal
Order physical

Needs Existence
Physiological
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HERZBERG’S TWO FACTOR THEORY

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 Herzberg’s Two Factors
• puts forward two factors that motivate
employees:
– job satisfaction (affective/hygiene) and
– job dissatisfaction  (motivational)
• Understanding this theory can help
managers create a positive work
environment and improve employee
performance.

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 Herzberg’s Two-Factor Theory
Hygiene Factor - work condition related to dissatisfaction caused by
discomfort or pain
Hygiene factors are those job factors which are essential for existence of
motivation at workplace. These do not lead to positive satisfaction for
long-term. But if these factors are absent/if these factors are non-existant
at workplace, then they lead to dissatisfaction.
– maintenance factor
– contributes to employee’s feeling not dissatisfied
– contributes to absence of complaints
Motivation Factor - work condition related to the satisfaction of the need for
psychological growth
The motivational factors yield positive satisfaction. These factors are inherent
to work. These factors motivate the employees for a superior performance.
– job enrichment
– leads to superior performance & effort

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 Motivation–Hygiene
Theory of Motivation
Motivation factors
• Company policy & increase job satisfaction
administration
• Supervision
• Interpersonal relations
• Working conditions • Achievement
• Salary • Achievement recognition
• Status • Work itself
• Security • Responsibility
• Advancement
• Growth

• Salary?
Hygiene factors avoid
job dissatisfaction
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SOURCE: Adapted from Frederick Herzberg, The Managerial Choice: To be Efficient or to Be Human. (Salt Lake City: Olympus, 1982). Reprinted by permission.
 Motivation-Hygiene Combinations

(Motivation = M, Hygiene = H)

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 Individual—Organizational Exchange
Relationship
Organization Individual
 Organizational goals
Contributions Demands

 Physiological needs
 Departmental
 Security needs
objectives
 Physical needs
 Job tasks
 Developmental
 Company status potential
 Benefits  Employee knowledge
 Income  Employee skills and
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SOURCE: Reproduced with permission from McGraw-Hill, Inc.
ADAMS’ EQUITY THEORY OF
MOTIVATION

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 Adams’ Equity Theory of Motivation
• Adams’ theory says that individuals want a fair
relationship between inputs and outputs.
• They want the benefits (rewards) they receive from
work to seem fair in relation to the inputs
(contribution) that they provide.
• Similarly, they want the rewards that others
receive for their work to be similar to the rewards
that they themselves would receive for the same
level of contribution.
• People stay motivated if there is fair compensation
across the working population

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 Adams’s Theory of Inequity

Inequity - the situation in which a person

perceives he or she is receiving less than
he or she is giving, or is giving less than
he or she is receiving

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 Motivational Theory
of Social Exchange
Person Comparison
other
Equity Outcomes = Outcomes
Inputs Inputs
Negative Outcomes < Outcomes
Inequity Inputs Inputs
Positive Outcomes > Outcomes
Inequity Inputs Inputs
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 Strategies for
Resolution of Inequity

• Alter the person’s outcomes

• Alter the person’s inputs
• Alter the comparison other’s outputs
• Alter the comparison other’s inputs
• Change who is used as a comparison other
• Rationalize the inequity
• Leave the organizational situation
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 New Perspectives
on Equity Theory
Equity Sensitive
I prefer an equity
ratio equal to that of
my comparison other

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 New Perspectives
on Equity Theory

Benevolent I am comfortable with

an equity ratio less
than that of my
comparison other

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 New Perspectives
on Equity Theory
Entitled

I am comfortable with
an equity ratio
greater than that of
my comparison other

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VROOM’S EXPECTANCY THEORY OF
MOTIVATION

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 Vroom’s Expectancy Theory
• Assumes that behavior results from conscious
choices among alternatives whose purpose it is
to maximize pleasure and to minimize pain
• Stated that effort, performance and motivation
are linked in a person’s motivation.
• Uses the variables Expectancy, Instrumentality
and Valence to account for this.

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 Vroom’s Expectancy Theory of
Motivation: Key Constructs

Valence - value or importance placed on a

particular reward

Expectancy - belief that effort leads to

performance

Instrumentality - belief that performance is

related to rewards
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 Expectancy Model of Motivation

Effort
Effort Performance Reward

Perceived effort– Perceived Perceived

performance performance– value of reward
probability reward probability

“If I work hard, “What rewards “What rewards

will I get the job will I get when do I value?”
done?” the job is well
done?” 41
 Expectancy
• Effort - Performance (E>P) Expectancy: our assessment of the
probability that our efforts will lead to the required performance level.
• Performance - Outcome (P>O) Expectancy: our assessment of the
probability that our successful performance will lead to certain
outcomes.
• Crucially, Vroom’s expectancy theory works on perceptions 

• Vroom’s expectancy theory of motivation is not about self-

interest in rewards but about the associations people make
towards expected outcomes and the contribution they feel
they can make towards those outcomes.

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