Part 121: Motivational Theories
- Maslow’s Hierarchy of Needs
- McGregor’s Theory X and Theory Y
- Perceptions that managers have of workers
- Theory X = workers are lazy and will avoid work
- Theory Y = workers are willing and eager to work, and may be self-motivated
- McGregor’s Theories are self-fulfilling
- If workers are treated as lazy, they will become lazy
- If workers are treated as self-motivated, they will become self-motivated
- Ouchi’s Theory Z
- Employee loyalty is improved by providing a job for life, and focusing on the well-being of the employee, on and off the job
- Management promotes stable employment, high productivity, and high employee morale
- McClelland’s Need Theory
- Motivational model to explain, from a managerial context, how people are affected by their needs for
- Achievement
- Power
- Affiliation
- Motivational model to explain, from a managerial context, how people are affected by their needs for
- Herzberg’s Two Factor Theory
- Two factors motivate employees: Motivators, and Hygiene Factors
- Motivators
- Give positive satisfaction
- Result from conditions of the job itself
- Include challenging work, recognition, and responsibility
- Hygiene Factors
- Do not give positive satisfaction
- Their absence causes dissatisfaction
- Extrinsic to the work
- Include company policies, supervisory practices, and wages
- Fiedler’s Contingency
- A leader’s effectiveness depends on the situation
- There is no one best style of leadership
- There are two leadership styles: relationship oriented and task oriented
- Vroom’s Expectancy Theory
- People are motivated when
- Their effort leads to success
- They will be rewarded
- The reward is something that they value
- People are motivated when
- Power Sources
- A project manager has five types of power
- Formal
- Power gained because of position
- This is the best type of power
- Reward
- The power to provide positive consequences
- Penalty
- The power to provide negative consequences
- This is the worst type of power
- Expert
- Recognized for his level of knowledge
- Referent
- Power gained from a relationship with a group or individual
- Formal
- A project manager has five types of power
- Leadership Styles
- Autocratic
- Traditional view of management
- Manager makes decisions without receiving input
- Good for quick decisions
- Laissez-Faire
- Manager involves team members in decisions, democratically
- Good for decisions when creativity is required
- Can be Participative or Consultative
- Participative = decisions are made jointly
- Consultative = manager asks for inputs but makes decisions alone
- Autocratic