Transcript Expectancy theory

Motivation
and
Performance
chapter thirteen
McGraw-Hill/Irwin
Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved.
Learning Objectives
1. Explain what motivation is and why managers need to be
2.
3.
4.
5.
concerned about it.
Describe from the perspectives of expectancy theory and
equity theory what managers should do to have a highly
motivated workforce.
Explain how goals and needs motivate people and what
kinds of goals are especially likely to result in high
performance.
Identify the motivation lessons that managers can learn
from operant conditioning theory and social learning
theory.
Explain why and how managers can use pay as a major
motivation tool.
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The Nature of Motivation
 Motivation
 The psychological forces that determine the
direction of a person’s behavior in an
organization, a person’s level of effort, and a
person’s level of persistence
 Explains why people behave the way they do in
organizations
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Outcomes and Inputs
Outcome
 Anything a person gets
from a job or an
organization
 Pay, job security,
benefits, vacation time
Input
 Anything a person
contributes to his or
her job or organization
 Time, effort, skills,
knowledge, work
behaviors
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The Motivation Equation
Figure 13.1
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Expectancy Theory
 Expectancy theory
 The theory that motivation will be high when
workers believe that high levels of effort lead to
high performance and high performance leads to
the attainment of desired outcomes.
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Expectancy, Instrumentality,
and Valence
Figure 13.2
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Maslow’s Hierarchy of Needs
Table 13.1
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Alderfer’s ERG Theory
Table 13.2
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Herzberg’s Motivation-Hygiene
Theory
 Motivator needs relate to the nature of the
work itself—autonomy, responsibility,
interesting work.
 Hygiene needs are related to the physical and
psychological context of the work—
comfortable work environment, pay, job
security.
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McClelland’s Needs for Achievement,
Affiliation, and Power
 Need for Achievement
 The extent to which an individual has a strong
desire to perform challenging tasks well and to
meet personal standards for excellence.
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Equity Theory
Equity Theory
 A theory of motivation
that focuses on
people’s perceptions
of the fairness of their
work outcomes
relative to their work
inputs.
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Operant Conditioning Theory
 Operant Conditioning
 People learn to perform behaviors that lead to
desired consequences and learn not to perform
behaviors that lead to undesired consequences.
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Steps in Organizational Behavior
Modification
Figure 13.4
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Salary Increase or Bonus?
Employee Stock
Option
 A financial instrument
that entitles the bearer
to buy shares of an
organization’s stock at
a certain price during a
certain period of time
or under certain
conditions.
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