Transcript Chapter 13 - Personal homepages

EXPLORING MANAGEMENT
Chapter 13
Motivation
Chapter 13
• How do human needs influence motivation
to work?
• How do thought processes and decisions
affect motivation to work?
• How does reinforcement influence
motivation to work?
13.1
Human Needs and Job Design
• Maslow described a hierarchy of needs
topped by self-actualization
• Alderfer’s ERG theory deals with
existence, relatedness and growth needs
• McClelland identified acquired needs for
achievement, power and affiliation
• Herzberg’s two-factor theory focuses on
higher-order need satisfaction
• The core characteristics model integrates
motivation and job design
HUMAN NEEDS
Maslow’s Hierarchy
• Motivation – level, direction and
persistence of effort expended at work
• Maslow’s hierarchy
– Needs
• Unfulfilled desires that stimulate people to act
– Lower order needs
• Physiological, safety and social needs
– Higher order needs
• Esteem and self-actualization
HUMAN NEEDS
Maslow’s Hierarchy
HUMAN NEEDS
Alderfer’s ERG Theory
• Alderfer’s ERG Theory
Existence
Needs
are desires for physiological and
material well-being. Relatedness
needs are desires for satisfying
interpersonal relationships.
Relatedness
Needs
are desires for satisfying
interpersonal relationships.
Growth
Needs
are desires for continued
psychological growth and
development.
HUMAN NEEDS
McClelland’s Acquired Needs
• Three acquired needs that vary in strength
among people
Need for
Achievement
Need for
Power
Need for
Affiliation
• is the desire
to do
something
better, to
solve
problems, or
to master
complex
tasks.
• is the desire
to control,
influence, or
be
responsible
for other
people.
• Is the desire
to establish
and maintain
good
relations
with other
people.
HUMAN NEEDS
McClelland’s Acquired Needs
• Two forms of need for power
– Need for personal power
– Need for social power
HUMAN NEEDS
Herzberg Two-Factor Theory
JOB DESIGN
Core Characteristics Model
• Job design
– Allocation of specific tasks to individuals and
groups
• Job enrichment
– Adds opportunities for
satisfying higher-order
needs to a job by adding
opportunities for planning
and controlling work
JOB DESIGN
Core Characteristics Model
Five Core Job Characteristics
Skill variety
Task identity
Task significance
Autonomy
Feedback from the job itself
JOB DESIGN
Core Characteristics Model
13.2
Thought Processes and Decisions
• Equity theory explains how social
comparisons motivate individual behavior
• Expectancy theory considers
motivation = expectancy x instrumentality x valence
• Goal-setting theory shows that wellchosen and well-set goals can be
motivating
THOUGHT PROCESSES
Equity Theory
• Equity theory explains how social
comparisons can motivate individual
behavior
– Perceived negative inequity
• Attempt to restore equity by working less or
quitting
– Perceived positive inequity
• Attempt to restore equity
by extra effort
THOUGHT PROCESSES
Expectancy Theory
• Expectancy theory considers
motivation = expectancy x instrumentality x valence
Expectancy
Instrumentality
Valence
• “Can I achieve
the desired
level of task
performance?”
• “What work
outcomes will
be received as
a result of the
performance?”
• “How highly
do I value work
outcomes?”
THOUGHT PROCESSES
Expectancy Theory
THOUGHT PROCESSES
Goal Setting Theory
• Goal-setting theory shows that wellchosen and well-set goals can be
motivating
13.3
Reinforcement
• Operant conditioning influences behavior
by controlling its consequences
• Positive reinforcement connects desirable
behavior with pleasant consequences
• Punishment connects undesirable
behavior with unpleasant consequences
REINFORCEMENT
Law of Effect
• The law of effect states that behavior
followed by a pleasant consequence is
likely to be repeated; behavior followed by
an unpleasant consequence is unlikely to
be repeated.
REINFORCEMENT
Operant Conditioning
• Operant Conditioning – B. F. Skinner
– Influences behavior by controlling its
consequences.
– Behavior that is rewarded is likely to be
repeated
– Behavior that receives an unpleasant
consequence probably won’t be
repeated.
REINFORCEMENT
Positive Reinforcement
• Positive reinforcement
– Strengthens positive behavior
• Approval
• Recognition
• Rewards
REINFORCEMENT
Negative Reinforcement
• Negative reinforcement
– Unpleasant consequence is avoided if
desirable behavior is exhibited
• Extinction
– Desired consequence is removed if
undesirable behavior is exhibited
• Punishment
– Discourages a behavior by making an
unpleasant consequence contingent on its
occurrence
REINFORCEMENT
Operant Conditioning
REINFORCEMENT
Positive Reinforcement
• Positive reinforcement connects desirable
behavior with pleasant consequences
– Law of contingent reinforcement
• Reward only when desirable behavior is
demonstrated
– Law of immediate reinforcement
• Reward immediately after the desirable behavior is
demonstrated
REINFORCEMENT
Positive Reinforcement
• Shaping
– Creating a new behavior by positive
reinforcement of similar behaviors
• Continuous reinforcement
– Reward every time behavior is exhibited
• Intermittent reinforcement
– Reward behavior periodically
REINFORCEMENT
Punishment
• Punishment
– Connects undesirable behavior with
unpleasant consequences
• Deny a reward
• No raise/pay reduction
• Reprimand