Remember the MARS model from chapter two? It’s baaaack! Well, now that you’ve learned all that preliminary (important) stuff about values, personality, perception, emotions, and attitudes you’re ready for the chapter on motivation. Motivation is one of the boxes in the MARS model. Some would say it’s the most important component that determines individual behaviour and job performance.

Chapter five begins with an explanation of needs and drive theories of motivation. These kinds of theories were popular in their day. Nowadays, the only needs-based theories that are somewhat important are the four-drive theory and the theory of learned needs. The four-drive theory ties in concepts of emotions, social intelligence, and innate drives, so it ties in real well with the topics in the previous chapter. The other theory (learned needs) is based on the notion that needs are learned and can be strengthened through reinforcement.

By far the most popular motivation theories are expectancy and equity theory. These are considered rational decision models of employee motivation. While needs and drive theories explain which needs motivate people, expectancy and equity theory try to explain how needs are translated into specific efforts and behaviour. That is why these two theories are so useful for those wanting to understand why people behave the way they do.

There is a section dealing with behaviour modification (think Pavlov). If you’ve ever gone to dog training school, you are part way toward understanding this stuff. This approach holds that a person’s behaviours can be explained by the consequences attached to those behaviours. As a result, if we can manipulate the consequences and link them to desired behaviour, we can “teach” people to alter their behaviours. The discussion of OB Mod is followed with an introduction to Social Cognitive Theory, which also helps us explain behaviour.

Another important part in this chapter is goal setting and feedback. Goal setting is not considered a theory in the strictest sense, (it’s a process). Nonetheless, it is based on the idea that by clarifying an employee’s role perceptions and setting realistic goals we can help motivate them. Next, five suggestions are provided for giving effective feedback – an important component of goal setting. The very last part of the chapter deals with procedural justice and the implications of injustice at work.