Chapter 5 Work Motivation Applied Motivation Theories Marlow: A hierarchy of needs, going from (a) basic survival needs (food, water, shelter), up to (b) safety, (c) love or belonging to a group, (d) esteem, and finally, (e) self-actualization, where something is done for inner joy and satisfaction, not for external rewards. Hereberg: A two-factor theory of higher and lower order needs, called dissatisfiers or hygiene factors-pay, benefits, working conditions, supervision, interpersonal relations-and satisfiers or motivators- recognition, achievement, the work itself, opportunities for advancement. Mcclelland: Focuses on three types of needs-need for affiliation, need for achievement, need for power. All exist in each person, but at different levels. Skinner: Theory of reinforcement and behavior modification. Through positive feedback for desirable behavior (and generally ignoring poor behavior), modification toward the desired behavior will occur. Adam's Equity: People will equalize their work according to what equity rewards they see themselves and others get. For example, if someone is working hard and gets the same reward as slower workers, that person will tend to also work more slowly Vroom's Expectancy Theory: The amount of work put into a job will depend on the outcome or reward a person expects. For example, if a worker thinks she will get promoted if she works overtime, she is more likely to put in extra hours. Festinzer: A source of motivation is the desire to remove any dissonance, either by avoiding uncomfortable situations or by trying to change those situations. Organization Change What is the role of the consultant here