OTHER NEED AND COGNITIVE THEORIES OF MOTIVATION

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Principles of Management MGT503

Lesson 12.35

OTHER NEED AND COGNITIVE THEORIES OF MOTIVATION

McGregor's Theory X and Theory Y were developed by Douglas McGregor and describe two distinct

views of human nature.

Theory X was the assumption that employees dislike work, are lazy, seek to avoid responsibility,

and must be coerced to perform.

Theory Y was the assumption that employees are creative, seek responsibility, and can exercise

self-direction.

Theory X assumed that lower-order needs (Maslow's) dominated individuals, and Theory Y

assumed that higher-order needs dominated.

Motivation-hygiene theory is the theory developed by Frederick Herzberg that suggests that intrinsic

factors are related to job satisfaction and motivation, and extrinsic factors are associated with job

dissatisfaction. The basis of Herzberg's theory is that he believed that the opposite of satisfaction was not

dissatisfaction. Removing dissatisfying characteristics from a job would not necessarily make the job

satisfying. Frederick Herzberg's two-factor theory states that there are only two categories of needs.

Hygiene factors are factors that eliminate dissatisfaction. They include things such as supervision,

company policy, salary, working conditions, security and so forth--extrinsic factors associated with job

context, or those things surrounding a job.

Hygiene factors are necessary

to keep workers away from feeling dissatisfied. There are several hygiene

factors.

Pay

Working conditions

Supervisors

Company policies

Benefits

Motivators are factors that increase job satisfaction and hence motivation. They include things such as

achievement, recognition, responsibility, advancement and so forth--intrinsic factors associated with job

content, or those things within the job itself.

Motivator factor can only lead workers to feel satisfied and motivated.

Achievement

Responsibility

Work itself

Recognition

Growth and achievement

Clayton Alderfer's ERG theory combines Maslow's five needs into three need levels: existence, relatedness

and growth.

Existence needs include the various forms of material and physiological desires,

such as food and water, as well as such work-related forms as pay, fringe benefits

and physical working conditions.

Relatedness needs address our relationships with significant others, such as

families, friendship groups, work groups and professional groups.

Growth needs impel creativity and innovation, along with the desire to have a

productive impact on our surroundings.

ERG needs differ in concreteness, i.e. the degree to which their presence or

absence can be verified.

The satisfaction-progression principle is a principle that states that satisfaction

of one level of need encourages concern with the next level.

Principles of Management MGT503

Besides disagreeing as to the number of need levels that might exist, the ERG

theory differs from Maslow's hierarchy of needs theory in three other significant

ways:

Although the general notion of a hierarchy is retained, Alderfer's theory

argues that we can be concerned with more than one need category at the

same time.

ERG theory is more flexible in acknowledging that some individuals'

needs may occur in a somewhat different order than the posited by the

ERG framework.

ERG theory incorporates a frustration regression principle which states

that if we are continually frustrated in our attempts to satisfy a higher-

level need, we may cease to be concerned about that need.

McClelland's acquired-needs theory argues that our needs are acquired or learned on the basis of our life

experience.

The Thematic Apperception Test (TAT) measures the needs for achievement,

affiliation, and power.

The need of achievement (nAch) is the desire to accomplish challenging tasks

and achieve a standard of excellence in one's work.

The need for affiliation (nAff) is the desire to maintain warm, friendly

relationships with others.

The need for power (nPow) is the desire to influence others and control one's

environment.

Personal power is the need for power in which individuals want to

dominate others for the sake of demonstrating their ability to wield

power.

Institutional power is the need for power in which individuals focus on

what they can do to solve problems and further organizational goals.

The need profile of successful managers in competitive environments appears to

include:

A moderate-to-high need for institutional power.

A moderate need for achievement to facilitate individual contributions

early in one's career and a desire for the organization to maintain a

competitive edge as one moves to higher levels

At least a minimum need for affiliation to provide sufficient sensitivity for

influencing others.

Need for achievement may actually be more important than need for

power in running small or large, decentralized companies.

It may be possible to foster the needs for achievement and for institutional power

through training.

Significance for Managers

Many aspects of need theories are of value to managers.

Need theories are compatible in pointing out the importance of higher-level needs

as a source of motivation.

Research indicates that it is more likely that individuals differ in the makeup of

their need structures than that the need structures of individuals are basically the

same.

The frustration-regression aspect of ERG theory may have serious implications

for organizations.

Principles of Management MGT503

Cognitive Perspectives

Equity Theory, developed by J. Stacey Adams, says that an employee perceives what he or she got from a

job situation (outcomes) in relation to what he or she put into it (inputs) and then compares the inputs-

outcomes ratio with the inputs-outcomes ratios of relevant others and finally corrects any inequity.

The referents are the persons, systems, or selves against which individuals compare themselves to

assess equity.

Equity theory recognizes that individuals are concerned with their absolute rewards as well as the

relationship of those rewards to what others receive.

What will employees do when they perceive an inequity?

Distort either their own or others' inputs or outcomes.

Behave in some way to induce others to change their inputs or outcomes.

Behave in some way to change their inputs or outcomes.

Choose a different comparison person.

Quit their job

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