Theory of Motivations (2023)

learning goals

After reading this chapter, you will be able to do the following:

1. Understand the role of motivation in determining employee performance.
2. Rate the basic needs of employees.
3. Describe how perceptions of justice are determined and the consequences of these perceptions.
4. Understand the importance of rewards and penalties.
5. Apply motivational theories to analyze performance problems.

Figure 5.1

Achievement is a function of the interaction between an individual's motivation, skills, and environment.

It's unique to hear from a CEO who studies happiness and motivation and embeds those principles into the company's core values, or a company with a 5-week training course and a $2,000 offer to resign anytime during those 5 weeks. weeks if you think the company is not a good fit. Top it off with a local life coach who is also a chiropractor and is really talking about something you don't hear every day. Zappos is known for its 365-day return policy and free shipping, as well as its innovative company culture. Although Zappos was bought by Amazon (NASDAQ:AMZN) in 2009, Zappos managed to rise from 23rd place in 2009wealthRanked #15 on the magazine's 2010 Top 100 Best Companies to Work For list.

Achievement is a function of motivation, skills and the environment in which you work. Zappos seems to create an environment that encourages motivation and inclusion. The company goes beyond basic workplace requirements to meet the self-actualization needs most people want in their work experience. CEO Tony Hsieh believes the key to customer retention is prioritizing a culture of care. This is reflected in the company's 10 core values ​​and its emphasis on building a team and a family. During the interview, candidates are asked questions about the company's values, such as: B. Assessing one's own insanity, open-mindedness, and sense of family. Although the offer to quit smoking for half of the interns has increased from the original $400, only 1% of interns accept the offer. Work at Zappos is also structured differently. For example, there is no limit on how long customer service representatives spend on a phone call, and they are encouraged to make personal connections with people on the other end of the line rather than trying to get rid of them.

Although Zappos employs more than 1,300 people, the company maintains a relatively flat organizational structure and prides itself on its extreme transparency. In an exceptionally long and detailed letter to employees, Hsieh laid out what the new partnership with Amazon would mean for the company, what would change and, most importantly, what would stay the same. This type of corporate structure gives people more freedom, which can lead to greater satisfaction.

While Zappos pays its employees well and offers attractive benefits such as comprehensive health care and a reduced workweek, the desire to work at Zappos seems to go further. As Hsieh would say, happiness is the driving force behind almost every action an individual undertakes. Whether your goals are achievement, belonging, or simply finding a comfortable environment to work in, Zappos strives to meet those needs.

discussion questions

1. What possible organizational changes could result from the Amazon acquisition?
2. Why do you think Zappos' approach isn't used more often? In other words, what are the challenges of these techniques?
3. Why do you think Zappos offers a $2,000 incentive to quit smoking?
4. Would you be motivated to work at Zappos? Why or why not?

learning goals

1. Explain how employees are motivated according to Maslow's hierarchy of needs.
2. Explain how the ERG (existence, connectivity, growth) theory addresses the limits of Maslow's hierarchy.
3. Describe the differences between the factors that contribute to employee motivation and how they differ from the factors that contribute to dissatisfaction.
4. Describe the need for achievement, power, and belonging, and identify how these acquired needs affect behavior at work.

Maslow's Hierarchy of Needs

Abraham Maslow is one of the most prominent psychologists of the 20th century. Your hierarchy of needs is a familiar image to most students and business managers. The theory is based on a simple premise: people have hierarchical needs.Maslow, AH (1943). A theory of human motivation.psychological review,50, 370–396; Maslow, AH (1954).motivation and personality. . . . Nova York: Harper.There are some needs that are fundamental for all human beings and in their absence nothing else matters. When we satisfy these basic needs, we begin to seek to satisfy higher-order needs. In other words, once a lower-level need is satisfied, it no longer serves as a motivator.

Maslow's most basic needs arepsychological needsThe need for air, food and water.🇧🇷 Physiological needs refer to the need for food, water and other biological needs. These needs are fundamental because, when absent, the search for them can overwhelm all other impulses. Imagine that you are very hungry. At that point, all of its behavior can be directed toward finding food. However, once you eat, the quest for food stops and the promise of food no longer serves as a motivator. Once physiological needs are satisfied, people tend to worrysecurity needsThe need to be free from danger and pain.🇧🇷 Are they free from danger, pain or an uncertain future? at the next level,social needsThe need to connect with others, to be loved and to form lasting bonds with them.they relate to the need to connect with others, to be liked, and to form lasting bonds with others. In fact, attachments, or the lack of them, are associated with our health and well-being.Baumeister, RF & Leary, MR (1995). The need to belong: The desire for interpersonal connections as a basic human motivation.Psychological Bulletin,117, 497-529.The satisfaction of social needsneed recognitionThe desire to be respected, important and valued by colleagues.more prominent. The need for esteem refers to the desire to be respected, important and valued by peers. Finally, at the highest level of the hierarchy, the need toself-realizationThe need to become all that you are capable of.refers to "becoming all that you can become". This need manifests itself through the desire to acquire new skills, accept new challenges and behave in order to achieve life goals.

Maslow was a clinical psychologist and his theory was not originally designed for work environments. In fact, his theory was based on his observations of people in clinical settings; some of the theory's individual components have found little empirical support. One point of criticism concerns the priority order of needs. One might imagine that people who are starving and fearing for their lives maintain strong ties with others, indicating a different need. Furthermore, the researchers were unable to support the arguments that a need, once satisfied, no longer serves as a motivator and that only one need is dominant at any given time.Neher, A. (1991). Maslow's theory of motivation: a critique.Journal of Humanistic Psychology,31, 89-112; Rauschenberger, J., Schmitt, N. & Hunter, JE. (1980). A proof-of-concept hierarchy of needs using a Markov model of change in the strength of need.Management Science Quarterly,25, 654–670.

Despite the lack of strong research support, Maslow's theory has found obvious applications in business settings. Understanding what people need gives us clues about how to understand them. Hierarchy is a systematic way of thinking about the different needs employees might have at a given time and explains the different responses they might have to similar treatment. An employee who is trying to satisfy appreciation needs may feel gratified when his manager praises an achievement. Yet another employee trying to meet social needs might refuse to be praised by senior management in front of his peers if the praise sets him apart from the rest of the group.

How can an organization meet the diverse needs of its employees? In the long term, physiological needs can be met by a person's salary, but it is important to remember that salary can also satisfy other needs, such as security and esteem. The provision of generous benefits, including company-sponsored health insurance and retirement plans, and a degree of job security help meet security needs. Social needs can be met by providing a pleasant environment and a workplace conducive to collaborating and communicating with others. Company picnics and other social gatherings can also be useful when most employees are driven primarily by social needs (but can breed resentment when this is not the case and they have to sacrifice a Sunday afternoon for a company picnic). Providing opportunities for promotion in the workplace, recognizing an individual's achievement verbally or through more formal reward systems, and assigning titles that indicate that the employee has achieved high status within the organization are some of the ways to satisfy the need for recognition. . Finally, the need for self-actualization can be met by offering opportunities for development and growth inside or outside work and through interesting and challenging work. By striving to meet the diverse needs of each employee, companies can ensure a highly motivated workforce.

teoria ERG

The ERG theory developed by Clayton Alderfer is a modification of Maslow's hierarchy of needs.Alderfer, CP. (1969). An empirical test of a new theory of human needs.Organizational behavior and human performance,4, 142–175.Instead of five hierarchically organized needs, Alderfer proposed that basic human needs can be grouped into three categories, namely existence, connectedness, and growth.existenceA need that satisfies Maslow's physiological and safety needs.meets Maslow's physiological and safety needs,relationshipA need that corresponds to Maslow's social needs.meets the needs of society andincreaseA need related to Maslow's appreciation and self-actualization.refers to Maslow's appreciation and self-realization.

The main contribution of ERG theory to the literature is the relaxation of Maslow's assumptions. For example, ERG theory does not rank needs in any particular order and explicitly recognizes that more than one need may be in play at any given time. In addition, the theory has a "frustration regression" hypothesis, which suggests that people who become frustrated in their attempts to satisfy one need may return to another. For example, someone who is frustrated with opportunities for growth at work and progress toward career goals might turn to a need to network and start spending more time with co-workers. The implication of this theory is that we need to recognize the multiple needs that, at any given moment, may drive people to understand their behavior and motivate them accordingly.

two factor theory

Frederick Herzberg approached the issue of motivation in a different way. When asking people what makes them happy and unhappy in the workplace, Herzberg concluded that the aspects of the work environment that make employees happy are very different from the aspects that make them unhappy.Herzberg, F., Mausner, B. e Snyderman, B. (1959).work motivation🇧🇷 New York: John Wiley; Herzberg, F. (1965). The motivation to work with Finnish supervisors.personal psychology,18, 393–402.Herzberg referred to the factors that caused worker dissatisfaction as "hygiene" factors, because these factors were part of the context in which the work was performed, as opposed to the work itself.The hygiene factorCompany policies, supervision, working conditions, salary, safety and security in the workplace.These included company policies, supervision, working conditions, compensation, and workplace safety and security. To illustrate, imagine you are working in an uncomfortable work environment. Your office is too hot in the summer and too cold in the winter. They are harassed and abused. You would certainly feel unhappy in such a work environment. However, if these problems were resolved (your office temperature is correct and they don't bother you), would you be motivated? Most likely, you take the situation for granted. In fact, many factors in our work environment are things we miss when they are absent but take for granted when they are present.

The difference of,motivatorsInherent job factors such as B. Achievement, recognition, interesting work, increased responsibility, opportunities for promotion and growth.they are factors inherent to the position, such as B. Achievement, recognition, interesting work, increased responsibility, opportunities for ascension and growth. According to Herzberg's research, motivators are the conditions that actually encourage employees to try harder.

Herzberg's research is far from universally accepted.Cummings, LL and Elsalmi, AM (1968). Empirical research on the foundations and correlates of leadership motivation.Psychological Bulletin,70, 127–144; House, RJ and Wigdor, LA (1967). Herzberg's two-factor theory of job satisfaction and motivation: a review and critique of the evidence.personal psychology,20, 369–389.One criticism concerns the primary research methodology used to arrive at hygiene versus motivators. When people are asked why they are happy, they may attribute the causes of happiness to themselves, whereas when they explain what makes them unhappy, they may blame the situation. Classifying hygiene or motivating factors is not so easy. For example, the theory views salary as a hygiene factor. However, the pay can have a symbolic value, showing employees that they are recognized for their contributions and letting them know they are moving up in the company. Likewise, the quality of mentoring or the type of relationship that employees establish with their managers can determine whether they are assigned interesting work, whether their potential is recognized and whether they assume more responsibilities.

Despite its limitations, the theory can be of great help to managers, as it suggests that improving the environment in which work is done makes only a limited contribution to motivating employees. Undoubtedly, contextual factors play a role because their absence leads to dissatisfaction. However, focusing on hygiene factors alone will not be enough, and managers must also enrich workplaces by providing employees with opportunities for challenging tasks, increased responsibility, opportunities for advancement, and a job that their subordinates can feel good about. succeeded.

Theory of Acquired Needs

Among needs-based motivational approaches, David McClelland's theory of acquired needs has received the most support. According to this theory, individuals acquire three types of needs as a result of life experience. These needs are the need for achievement, the need to belong, and the need for power. All individuals have some combination of these needs, and it is assumed that dominant needs determine employee behavior.

McClelland used a unique method calledThematic Apperception Test (TAT)A test that assesses a person's core needs.assess the prevailing need.Spangler, W.D. (1992). Questionnaire validity and measures of TAT performance needs: two meta-analyses.Psychological Bulletin,112, 140–154.In this method, subjects are presented with an ambiguous image and asked to write a story based on it. Note the next image. Who is this person? What are you doing? Why is he doing this? The story you tell about the woman in the image will be reviewed by trained experts. The idea is that the stories evoked by the photo reflect how the mind works and what motivates the person.

If the story you created includes themes of success, meeting deadlines, or brilliant ideas, you may have high performance requirements. those who are tallperformance needHave a strong need to succeed.they have a strong need to succeed. As children, they can be commended for the hard work that forms the basis of their perseverance.Mueller, CM and Dweck, CS (1998). Praising intelligence can undermine children's motivation and achievement.Journal of Personality and Social Psychology,75, 33–52.As adults, they are busy doing things better than in the past. These people constantly strive to improve their performance. You are incessantly focused on goals, especially stretch goals that are inherently challenging.Campbell, DJ (1982). Determinants of goal difficulty choice: a review of situational and personal influences.Journal of Industrial Psychology,55, 79–95.They are particularly suited to roles such as sales, where objectives are clear, feedback is available, and their use often leads to success. In fact, they are more attracted to organizations that are based on merit and reward performance rather than seniority. They also do particularly well as entrepreneurs, scientists and engineers.Harrell, AM and Stahl, MJ (1981). A behavioral decision theory approach to measuring McClelland's trichotomy of needs.Journal of Applied Psychology,66, 242–247; Trevis, CS and Certo, SC (2005). Outstanding Entrepreneurship.business horizons,48, 271-274; Turban, DB and Keon, TL (1993). Organizational attractiveness: an interactionist perspective.Journal of Applied Psychology,78, 184–193.

Are high-performing managers effective? Due to their success in lower positions, where their individual contributions are most important, those with high performance needs are often promoted to higher levels.McClelland, DC and Boyatzis, RE (1982). Patterns of leadership motivation and long-term success in management.Journal of Applied Psychology,67, 737–743.However, a high demand for performance has considerable disadvantages in managerial positions. Managing means doing work by motivating others. When a salesperson is promoted to sales manager, the job description changes from actively selling to recruiting, motivating, and training salespeople. Those with high performance needs may see management activities such as training, communication and meetings with subordinates as a waste of time and neglect these aspects of their work. Additionally, those with high performance requirements like to do things alone and may have difficulty delegating significant authority to subordinates. These people often micromanage and expect others to approach tasks in a certain way, and they can become overbearing bosses, expecting everyone to demonstrate a high level of dedication.McClelland, DC and Burnham, D.H. (1976). Power is the great motivator.Harvard Business Review,25, 159–166.

If the story you've created in relation to the image you're analyzing contains elements where you plan to be with friends or family, you may have a strong need to belong. guys who are tallneed to belongThe desire to be loved and accepted by others.wanting to be loved and accepted by others. Given the choice, they prefer to interact with other people and hang out with friends.Wong, MM and Csikszentmihalyi, M. (1991). Motivation to join and daily experience: Some questions about gender differences.Journal of Personality and Social Psychology,60, 154–164.Your emphasis on harmonious interpersonal relationships can be found in jobs and occupations that require frequent interpersonal interactions, such as B. as a social worker or teacher, to be to an advantage. In leadership positions, on the other hand, a strong need to belong can be a disadvantage, as these individuals are overly concerned with how others perceive them. You may find it difficult to fulfill some aspects of a manager's job, such as B. Giving critical feedback to employees or disciplining underperformers. The work environment can be characterized by mediocrity and even lead to the best workers leaving the team.

Finally, if your story includes elements of doing your job influencing others or wanting to make an impact on the organization, you may have a strong need for power. Those who have a highneed for powerThe desire to influence others and control your environment.they want to influence others and control their environment. The lust for power can actually be a destructive element in peer relationships when it takes the form of seeking and using power for one's own good and prestige. However, when it manifests itself in more altruistic ways, such as changing the way you work to make the work environment more positive or negotiating more resources for your department, it tends to produce positive results. Indeed, the need for power is seen as an important trait for effectiveness in managerial and leadership roles.McClelland, DC and Burnham, D.H. (1976). Power is the great motivator.Harvard Business Review,25, 159–166; Spangler, W.D. & House, R.J. (1991). Presidential Effectiveness and the Motivating Leadership Profile.Journal of Personality and Social Psychology,60, 439–455; Spreier, SO (2006). Leadership goes crazy.Harvard Business Review,84, 72-82.

McClelland's theory of acquired needs has important implications for employee motivation. Managers must understand their employees' prevailing needs in order to motivate them. While people with a high need for achievement may respond to goals, those with a high need for power may seek to gain influence over those they work with, and people with a high need for belonging may be motivated to seek approval. to their peers and superiors. Finally, those with a strong drive for success may struggle in leadership positions, and warning them about common pitfalls can increase their effectiveness.

learning goals

1. Explain how employees assess the fairness of reward distributions.
2. Describe the three types of equity that affect employee attitudes and behavior.
3. List the three issues people consider when deciding to make an effort at work.
4. Describe how managers can use learning and reinforcement principles to motivate employees.

theory of justice

Imagine that you are paid $10 an hour working as an office assistant. He held this position for 6 months. You are very good at what you do, find creative ways to make things easier around you, and are a good colleague willing to help others. They stay longer if needed and are flexible if you want to change opening hours. Now imagine that you find out that they are going to hire another employee to work with you who will have the same title and perform the same tasks. This particular individual has more advanced computer skills, but it's unclear if he will use them at work. This person's starting salary is $14 an hour. How would you feel? Would you be as motivated as before and go above and beyond your tasks? How would you describe what you would feel?

If you respond to this scenario by saying, "That would be unfair," then fairness theory can explain your behavior.Adams, JS (1965). injustice in social intercourse. In L. Berkowitz (ed.),Advances is experimental social psychology(Vol. 2, pp. 267-299). Nova York: Academic Press.According to this theory, individuals are motivated by a sense of fairness in their interactions. Our sense of fairness also results from the social comparisons we make. In particular, we compare our inputs and results with other people's inputs and results. We feel right when we believe that the input-output relationship we bring to the situation is similar to the input-output relationship of a comparator, or areferentA person with whom we compare ourselves in equity theory.🇧🇷 Perceptions of injustice create tension in us and cause us to take action to reduce the perceived injustice.

expectations theory

According to expectancy theory, individual motivation to try harder or harder is determined by a rational calculus in which individuals assess their situation.Porter, L.W. & Lawler, E.E. (1968).Management and performance settings. Homewood, Illinois: Irwin; Vroom, VH (1964).work and motivation. Nova York: Willey.According to this theory, individuals ask themselves three questions.

The first question is whether the person believes that a high level of effort leads to interesting results, such as achievement or success. This perception is markedexpectationIf the person believes that a high level of effort leads to interesting results, such as achievement or success.🇧🇷 For example, do you think the effort you put into a class is related to doing well in that class? If you do this, you'll be more likely to put in the effort.

The second question is the extent to which the person believes achievement is related to further outcomes such as rewards. This perception is markedmediationThe degree to which the individual believes achievement is related to secondary outcomes such as rewards.🇧🇷 For example, do you think getting good grades in class is related to rewards like a better job or approval from your teacher, friends, or parents? If you do this, you'll be more likely to put in the effort.

Finally, individuals are also concerned with the value of the rewards they expect from performance. The expected level of satisfaction that will result from an outcome is labeledvaleriaThe amount of rewards the person expects as a result of performance.🇧🇷 For example, do you value getting a better job or receiving approval from your teacher, friends, or parents? If these outcomes are desirable for you, your expectation and instrumentality are high and you are more likely to push yourself.

Expectancy theory is an accepted theory that has received a lot of research attention.Heneman, HG and Schwab, DP (1972). Evaluation of research on expectations in predicting employee performance.Psychological Bulletin,78, 1–9; Van Eerde, W. and Thierry, H. (1996). Vroom expectation models and job-related criteria: a meta-analysis.Journal of Applied Psychology,81, 575-586.It's simple and intuitive. Consider the following example. Let's say you work at a film concession. They sold an average of 100 combinations of popcorn and soda a day. Now your manager asks you to increase that number to 300 matches per day. Would you be motivated to try to increase your numbers? This is what you might be thinking:

• expectation: Can I do it? If I put in the effort, can I really reach that number? Is there a connection between how hard I try and whether or not I achieve that goal? If you think you can reach that number if you try, you have high expectations.
• mediation: What's in there for me? What happens when I reach 300? What results will follow? Will they give me a 2% raise? Will I be the seller of the month? Will I receive verbal praise from my manager? If you believe that good performance is related to specific outcomes, instrumentality is high.
• valeria: How do I feel about the results in question? I think a 2% pay raise is desirable? Does being named Salesperson of the Month sound appealing to me? Does it seem desirable to be praised by my boss? If your answers are affirmative, the valence is positive. On the other hand, if you find the results undesirable (you definitely don't want to be named Salesperson of the Month because your friends would make fun of you), the score is negative.

If your answers to all three questions are positive (you think you can do this, you'll get a result if you do this, and you'll appreciate the reward), you'll probably be more motivated to try harder to get more combos down.

As a manager, how can you motivate employees? In fact, managers can influence all three perceptions.Cook, C.W. (1980). Guidelines for managing motivation.business horizons,23, 61–69.

reinforcement theory

Reinforcement theory is based on Ivan Pavlov's work on behavioral conditioning and B.F. Skinner's later work on operant conditioning.Skinner, BF (1953).science and human behavior. Nova York: Free Press.According to reinforcement theory, behavior is a function of its outcomes. Imagine you stayed up late and wrote a report, even though no one asked you to. When the manager found out, she was excited and invited him to lunch and sincerely thanked him. The consequences of your good deed were favorable, and therefore you are more likely to exhibit similar behaviors in the future. In other words, your initiative has been strengthened. If your manager didn't say anything about it and everyone ignored the sacrifice you made, you're less likely to experience similar behavior in the future.

Reinforcement theory is based on a simple idea that can be considered common sense. From childhood we learn through reinforcement. If you've watched a child discover his environment, you'll see reinforcement theory in action. If the child discovers that when you turn on a faucet, water comes out and the result is pleasant for him, he is more likely to repeat the behavior. If you burn your hand playing with hot water, the child is likely to stay away from the faucet in the future.

Despite the simplicity of reinforcement, how many times have you found positive behavior ignored or, even worse, negative behavior rewarded? In many organizations, this is a familiar scenario. People go above and beyond the call of duty, but their actions are either ignored or criticized. People with disruptive habits may not be penalized because the manager is afraid of the person's reaction to them. Troublesome employees can even be given rewards such as promotions so they can be reassigned elsewhere and become someone else's problem. Also, it is common for people to be rewarded for bad behavior. Steven Kerr called this phenomenon "the madness of rewarding A while waiting for B."Kerr, S. (1995). On the stupidity of rewarding A while waiting for B.Management Academy Manager,9, 7–14.For example, a company might make public statements about the importance of quality. However, if they choose to reward on-time shipments, regardless of how many defects they contain, employees are more likely to ignore quality and focus on speeding up the delivery process. As people learn to replicate their behavior based on the consequences of their past activities, managers must systematically examine the consequences of employee behavior and intervene when necessary.

learning goals

1. Consider the role of motivation in ethical behavior.
2. Consider the role of national culture in motivational theories.

motivation and ethics

What motivates people to behave unethically? Motivation theories were applied to explain this interesting and important question. One theory that has been particularly successful in explaining ethical behavior is reinforcement theory. Ethical behavior, like any other behavior such as performance or cooperation, is one that is learned as a result of the consequences of one's actions. For example, in an experiment simulating the work of a sales manager, participants made a series of decisions using a computer. During the simulation, subjects were told that their subordinate salespeople bribed customers. Subjects in this experiment were more likely to reduce bribery when the manager was threatened with punishment. On the other hand, individuals who played sales managers were more likely to continue delivering the bribes if they made a profit after providing the bribes.Hegarty, WH and Sims, HP (1978). Some determinants of unethical behavior in decision-making: an experiment.Journal of Applied Psychology,63, 451–457.In a separate study that highlighted the importance of rewards and punishments, researchers found that expected punishment severity was the main predictor of whether subjects reported a propensity for unethical behavior. In addition to the severity of punishment, the perceived likelihood of punishment was also a key factor influencing ethical behavior.Rettig, S. and Rawson, HE (1963). The risk hypothesis in predictive judgments about unethical behavior.Journal of Social and Abnormal Psychology,66, 243–248.These results underscore the importance of rewards and punishments in motivating unethical behavior.

There are many organizational situations where people do unethical things but then experience positive consequences, such as: B. Promotions to meet sales quotas. For example, in many hotels, employees routinely receive kickbacks from restaurants or bars for referring customers there.Elliott, C. (2007). Is your charger in the way?viajante da National Geographic,24(3), 18–20.Likewise, salespeople who are rewarded with bonuses (sales incentives for specific products) may give advice to customers that contradicts their own personal beliefs and act unethically about it.Radin, TJ and Predmore, CE (2002). Salesperson Myth: Intended and Unintended Consequences of Sales Incentives for Specific Products.business ethics magazine,36, 79–92.As long as the unethical behavior has positive consequences for that person, we expect the unethical behavior to continue. Therefore, to minimize the occurrence of unethical behavior (and in some cases legal problems), it seems important to examine the rewards and punishments that follow unethical behavior and to eliminate rewards after unethical behavior, while increasing the severity and likelihood. of punishments arising.

motivation around the world

Motivation is a matter of culture. In other words, the factors that motivate employees in different cultures may not have the same value. The theories of motivation we discuss in this chapter are likely to be culturally linked because they were developed by Western researchers, and most of the research supporting each theory has been conducted on Western subjects.

Depending on the cultural context, it may be necessary to modify Maslow's hierarchy of needs, as the hierarchy of needs can differ from culture to culture. For example, a study conducted in 39 countries showed that financial satisfaction is a stronger predictor of overall life satisfaction in developing countries compared to developed countries. In industrialized countries, satisfaction of esteem needs was a stronger motivator than in developing countries.Oishi, S., Diener, EF, & Suh, EM (1999). Cross-cultural differences in predictors of life satisfaction: needs and values ​​perspectives.Personality and Social Psychology Bulletin,25, 980–990.

People all over the world value fairness and equity. However, what is perceived as fair can be culturally determined. Furthermore, people from different cultures may respond differently to perceived injustice.Erdogan B and Liden RC (2006). Collectivism as a moderator of organizational justice responses: implications for leader and member sharing and complacency.Organizational Behavior Diary,27, 1–17; Mueller, C.W. & Wynn, T. (2000). The degree to which fairness is valued in the workplace.social justice research,13, 1–24.For example, cross-cultural studies have found that participants in low power distance cultures such as the United States and Germany value having a say in the process (the opportunities to explain and challenge a decision) more than participants in high power distance cultures. power distance. I can. such as China and Mexico. At the same time, the Chinese value interactional justice more.Brockner J, Ackerman G, Greenberg J, Gelfand MJ, Francesco AM, Chen ZX, et al. (2001). Culture and procedural justice: the impact of power distance on voting responses.Journal of Experimental Social Psychology,37, 300–315; Tatá, J (2005). The influence of national culture on the perception of fairness of assessment procedures: a comparison between the United States and China.psychology magazine,139, 401–412.There is also evidence that equity – rewarding employees based on their contributions to a group – can be a culture-specific method of achieving equity. One study shows that the Japanese viewed equity as less fair and distributions based on equality as fairer than Australians.Kashima, Y., Siegal, M., Tanaka, K. & Isaka, H. (1988). Universalism in secular concepts of distributive justice: a cross-cultural study.International Journal of Psychology,23, 51–64.Likewise, subjects in different cultures varied in their propensity to distribute rewards based on subjects' needs or age, and in cultures such as Japan and India, a person's need can be a relevant factor in distributing rewards.Kashima, Y., Siegal, M., Tanaka, K. & Isaka, H. (1988). Universalism in secular concepts of distributive justice: a cross-cultural study.International Journal of Psychology,23, 51–64; Murphy-Berman, V., Berman, J., Singh, P., Pachauri, A. & Kumar, P. (1984). Factors Influencing Allocation to Needy and Deserving Recipients: A Cross-Cultural Comparison.Journal of Personality and Social Psychology,46, 1267–1272.

People in Hawaiian shirts. Tasty fresh fruits and vegetables. A place where parking is tight and the aisles are tiny. A place where you don't find half the things on your list, but go home satisfied. We're talking, of course, about Trader Joe's (a privately held company), a unique California-based grocery store with offices in 22 states. This chain has carved out a niche for itself by selling gourmet and private-label foods at affordable prices. But the helpful staff who stock the shelves and answer questions are definitely key to what makes this store unique and help it generate twice the sales of traditional supermarkets.

Shopping here is fun and talking to the employees is part of the routine. Employees are upbeat and friendly to each other and customers. If you seem lost, there is the best offer of help. But somehow kindness doesn't work. If they see you buying big platters of cheese, they might casually ask if you're having a party and point out other options. When they see you chasing their little boy, they quickly tie a balloon to your wrist. If you ask if they have cumin they will kneel down to check down the hall with the attitude of helping a guest visiting their home. How does a company ensure that its employees seem to love being there to help others?

One of the keys to this puzzle is payment. Trader Joe's sells cheap organic groceries, but they aren't "cheap" when it comes to paying their employees. Employees, including part-time employees, are among the highest paid in retail. Full-time employees earn an average of $40,150 in their first year and also earn an average annual bonus of $950 with $6,300 in pension contributions. The average store manager compensation is $132,000. With these generous benefits and above-average wages and salaries, the company has no trouble attracting qualified candidates.

But money only partially explains what motivates the Trader Joe team. You work with friendly, upbeat people. The environment is collaborative, with employees filling in for each other and managers filling in the gaps as needed, including tasks like sweeping the floor. Additionally, the company conducts promotions entirely in-house, making Trader Joe's one of the few places in the retail industry where employees can pursue their career aspirations. Employees are evaluated every 3 months and receive feedback on their performance.

Employees also have autonomy at work. They can open a product for customers to try, and they can be honest about their feelings on different products. They receive on-the-job and off-the-job training and are very familiar with the products, allowing them to develop ideas that senior management takes seriously. In short, employees love what they do, work with nice people who get along well and are respected by the company. When employees are treated well, it's no wonder they treat their customers well every day.

case written by[Quote edited at editor's request]🇧🇷 Based on information from Lewis, L. (2005).The Adventures of Trader Joe🇧🇷 🇧🇷 🇧🇷 🇧🇷 🇧🇷 🇧🇷 🇧🇷 🇧🇷 🇧🇷 🇧🇷 🇧🇷 🇧🇷 🇧🇷 🇧🇷 🇧🇷 🇧🇷 Chicago: Dearborn-Handel; McGregor, J., Salter, C., Conley, L., Haley, F., Sacks, D., and Prospero, M. (2004). The customer first.fast company, 87, 79–88; Speiser, I. (2004). Buyer-Specialty.human resource management, 83, 51–55.

discussion questions

1. How much of Trader Joe's success can be attributed to the fact that most major supermarket chains don't carry the kind of groceries that are available at Trader Joe's?
2. Is the salary enough of an incentive to stay in a job you don't like?
3. Trader Joe's only advertises within the organization. This means that if you are a good and committed employee, you can progress within the company. Do you think employees would be as committed to the company if they weren't? Would a high salary be enough to keep employees? What if the company was only promoted internally, but the pay wasn't that great?

ethical dilemma

Companies are interested in motivating employees: work hard, be productive, be ethical and stay healthy. Health care costs are rising and employers are realizing that unhealthy habits like smoking or being overweight are costing companies a lot of money.

Concerned about rising healthcare costs, your company decides to encourage healthy habits among employees. Therefore, employees have one year to resign. If they don't quit by then, they'll lose their jobs. New employees are tested for nicotine and the company will no longer hire new smokers. The company also wants to encourage employees to stay healthy. For this, employees receive cash incentives for weight loss. If they do not meet company-issued weight, cholesterol, and blood pressure standards, additional health insurance fees will be charged.

Is this plan ethical? Why or why not? Can you think of alternative ways to motivate employees to adopt healthy habits?

individual exercise

Your company offers diversity training programs to ensure employees recognize the importance of working with a diverse workforce, are aware of equal opportunity laws, and can address the challenges of working in a multicultural workforce. Participation in these programs is mandatory and employees must complete the training as many times as necessary to pass. The training program lasts for one day and is usually held in a nice hotel away from work. Employees are paid for the time they spend in the training program. They discover that employees in this program are not really motivated to perform well. The training involves minimal effort and most participants fail the final exam and must repeat the training.

Using expectancy and reinforcement theories, explain why they might not be motivated to perform well in the training program. Then suggest improvements to the program so employees are motivated to understand the material, pass the exam, and apply the material in the workplace.

group task

A decision on awarding rewards.

You are responsible for awarding a $12,000 bonus to a team that recently met an important deadline. The team was responsible for developing a web-based product for a client. The project lasted a year. There were five people on the team. Your job is to determine each person's share of the bonus.

Manga:project manager🇧🇷 He was instrumental in winning over the client, coordinating everyone's efforts and managing the client relationship. He put a lot of overtime into this project. His annual salary is $80,000. He is independently wealthy, drives an expensive car and has no debt. He has been with the company for 5 years and has worked on the project from the beginning.

Alice:Technical Management🇧🇷 He oversaw the technical aspects of the project. It solved many important technical problems. Although some members worked overtime during the project, she refused to stay in the office outside of normal business hours. However, she was productive during normal business hours and available via email in the evenings. His salary is $50,000. She is a single mother and has a lot of debt. He has been working for the company for 4 years and 8 months for the project.

Ireland:graphic designer🇧🇷 He was responsible for the creative aspects of the project. He tried on many looks, slowing down the whole team. Brice and Carrie were mad at her for the many mistakes she made during the project, but the client ended up liking the look of the project, leading to new business. His salary is $30,000. She is single and lives to party. He has been with the company for 2 years and has worked on this project since the beginning.

Brice:Testator🇧🇷 He was responsible for finding bugs in the project and making sure it worked. He found a lot of bugs, but he wasn't very aggressive in his testing. He got a lot of things wrong, and many of the bugs he found weren't really bugs at all, but his abuse of the system. He was opposed to the whole project, was very pessimistic about its chances of success, and demoralized the team. His salary is $40,000. You have accumulated a large amount of credit card debt. He has worked for the company for 3 years and has worked for the project for 6 months.

Carrie:Web developer🇧🇷 She was responsible for writing the code. She was frustrated when Erin delayed the entire project due to her experiments. Carrie was primarily responsible for meeting the project deadline, putting in a lot of overtime work. Her salary is $50,000. Her mother has ongoing health issues and Carrie needs money to help her. She worked for the company last year and was involved in this project for 6 months.