Page 173 - DMGT519_Conflict Management and Negotiation Skills

Unit 8: Role of Attitude and Persuasion

McClelland's needs Notes

1. Based mainly on studies of managers
2. Three most important needs:
(a) Achievement – need for competitive success measured against a personal standard of
excellence
(b) Affiliation – need for warm, friendly relationships with others
(c) Power – need to control and influence others

Herzberg’s Two-factor Model

1. Motivators: factors that really motivate people,
2. Hygiene factors: dissatisfiers; their absence would demotivate people, but their presence
not necessarily improves motivation; essentially describe the environment, little effect
on positive job attitudes.

Process Cognitive Theory

1. Emphasis on psychological processes that effect motivation and on basic needs.

2. Concerned with peoples perceptions and the way they interpret and understand it.
3. People will be highly motivated if they can control the means to attain their goals.

Expectancy Theory

1. By Vroom
2. Value, instrumentality (belief that if we do one thing it will lead to another), expectancy
(probability that action or effort will lead to an outcome)
3. Strength of expectations may be based on past experiences

4. Motivation is only likely when a clearly perceived relationship exists between performance
and an outcome that is seen as a means of satisfying needs
5. Porter and Lawler: Two factors determining the effort people put into their jobs:
(a) Value of rewards to individuals in so far as they satisfy their needs

(b) Probability that rewards depend on effort, as perceived by individuals, their
expectation about relationships between effort and reward
6. Two additional variables:
(a) Ability – individual characteristics and skills

(b) Role perceptions – what he wants to do or thinks he is required to do, good if they
correspond with the viewpoint of the organisation.

Goal Theory

1. Latham and Locke
2. Motivation and performance are higher when individuals are set specific goals
3. Goals have to be difficult but accepted

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