Transcript Chap012
Chapter 12 Motivation Learning Objectives After reading this chapter, you should be able to: Differentiate between extrinsic and intrinsic motivation. Describe the need theories of motivation and their implications for managing. Generate steps that can be taken to improve performance by applying the various process models of motivation. Apply reinforcement principles to manage performance. Identify causes of low performance and how they could be improved using the expectancy model. Understand the basic approaches to motivation. Identify features of job design that can affect worker motivation. Apply the job characteristics model to link job design to motivation. Motivation Categories of Theories: Content theories of motivation seek to understand what underlies and drives motivation Process theories of motivation seek to understand what steps can be taken to improve and maintain motivation Types of Motivation: Intrinsic motivation- comes from the personal satisfaction of the work itself Extrinsic motivation – comes from the rewards that are linked to job performance, such as a paycheck Content View of Motivation Maslow’s Hierarchy of Needs Alderfer’s ERG Theory McClelland’s Need Theory Herzberg’s TwoFactor Theory Need Theories Needs are physiological or psychological deficiencies that arouse behavior. Maslow’s Need Theory •Motivation is a function of five basic needsphysiological safety, love, esteem, and selfactualization. McClelland’s Need Theory •The needs for achievement, affiliation, and power affect behavior. Maslow’s Hierarchy of Needs Self-actualization Esteem Needs Social Needs Safety Needs Physiological Needs Prentice Hall, 2001 Chapter 6 7 Alderfer’s ERG Theory Growth Relationships Existence Herzberg’s Two-Factor Theory Hygiene Factors Motivational Factors • Quality of supervision • Rate of pay • Company policies • Working conditions • Relations with others • Job security • Career Advancement High Job Dissatisfaction Prentice Hall, 2001 • Personal growth • Recognition • Responsibility • Achievement 0 Chapter 6 Job Satisfaction High 9 McClelland’s Needs Theory Need for Achievement (nAch) Need for Power (nPow) Need for Affiliation (nAff) Prentice Hall, 2001 Chapter 6 10 Process View of Motivation Goal-Setting Theory Equity Theory Reinforcement Theory Expectancy Theory Goals Goal: What an individual is trying to accomplish. Directing one’s attention Goals motivate the individual by... Regulating one’s effort Increasing one’s persistence Encouraging the development of goalattainment strategies or action plans Task performance Goal-Setting Theory Effective Goals are: Accepted by employees Challenging and realistic Specific, quantifiable, and measurable MBO: Cascading of Objectives Organizational Objectives Divisional Objectives Departmental Objectives The XYZ Company Consumer Products Production Sales Customer Service Industrial Products Marketing Research Development Individual Objectives Prentice Hall, 2001 Chapter 7 14 Equity Theory Personal Outcomes Inputs versus Others’ Outcomes Inputs Fairness is achieved when the ratios are equivalent. Negative and Positive Inequity A. An Equitable Situation Other Self $2 = $2 per hour 1 hour $4 = $2 per hour 2 hours Negative and Positive Inequity (cont) B. Negative Inequity Self $2 = $2 per hour 1 hour Other $3 1 hour = $3 per hour Negative and Positive Inequity (cont) C. Positive Inequity Other Self $3 = $3 per hour 1 hour $2 = $1 per hour 1 hours Equity Theory (cont) Inequity occurs when the ratio is not equivalent and creates cognitive dissonance To restore equity, people may use one of the following: Reduce inputs by cutting back on the effort, and if the imbalance becomes too great, to leave the firm Influence the outcome, such as persuade the boss for a raise Decrease others’ outcomes, such as spread rumors about others Increase effort level if they think they are getting more than they deserve Contingency Reinforcement Theory Conditions Apply Withdraw Prentice Hall, 2001 Positive Reinforcement Punishment Extinction Negative Reinforcement Positive Negative Nature of Outcome Chapter 6 20 Conditioning illustrated Pavlov as illustrated in The Office Vroom’s Expectancy Theory Concepts Expectancy: Belief that effort leads to a specific level of performance Instrumentality: A performance outcome perception. Valence: The Value of a reward or outcome Expectancy Theory of Motivation Rewards Tasks V2 V1 V2 Effort V2 V1 V2 Motivation by Design Job Enlargement Job Rotation Job Enrichment Job Characteristics Model Job Characteristics Model Core job dimensions Critical psychological states Skill variety Experienced Task identity meaningfulness Task significance of the work Autonomy Experienced responsibility for outcomes of the work with the work Personal and work outcomes High internal work motivation High quality work performance High satisfaction Feedback Knowledge of the Low absenteeism actual results of and turnover the work activities Employee growth need strength Video: The Container Store Management Is Everyone’s Business 12.2 . . . P. 483 Refer to movie, Office Space: What would you suggest to Peter’s boss? What would you suggest to Joanna’s boss?