Transcript Learning theory

Ch.9 Motivation
1. Review Chapter 9
2. Review Slide Deck (Canvas)
3. Review Lecture Notes (Canvas)
4. Watch Case Videos – S.A.S. and Google
9-1
Learning Objectives
• Explain what motivation is and why managers need
to be 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
Learning Objectives
• 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
The Nature of Motivation
• Motivation: 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
•
Direction of a person’s behavior is, the many
possible behaviors a person could engage in
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Effort - how hard people work
Persistence - whether, when faced with roadblocks
and obstacles, people keep trying or give up
The Nature of Motivation
• Intrinsically motivated behavior: Behavior that is
performed for its own sake
• Extrinsically motivated behavior: Behavior that is
performed to acquire material or social rewards or
to avoid punishment
• Prosocially motivated behavior: Behavior
performed to benefit or help others
The Nature of Motivation
Outcome
Input
• Anything a person gets • Anything a person
from a job or an
organization
• Pay, job security,
autonomy,
accomplishment
contributes to his or
her job or organization
• Time, effort, skills,
knowledge, work
behaviors
Figure 9.1 - The Motivation Equation
Expectancy Theory
• Formulated by Victor H. Vroom
• Motivation will be high when workers believe:
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High levels of effort will lead to high performance
High performance will lead to the attainment of
desired outcomes
Figure 9.2 - Expectancy,
Instrumentality, and Valence
Figure 9.3 - Expectancy Theory
Need Theories
• Theories of motivation that focus on what needs
people are trying to satisfy at work and what
outcomes will satisfy those needs
Table 9.1 - Maslow’s Hierarchy of
Needs
Maslow’s Hierarchy of needs
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Herzberg’s Motivation-Hygiene Theory
• Focuses on outcomes that lead to higher motivation
and job satisfaction, and those outcomes that can
prevent dissatisfaction
• Motivator needs relate to the nature of the work
itself and how challenging it is
• Hygiene needs are related to the physical and
psychological context in which the work is
performed
McClelland’s Needs for Achievement,
Affiliation, and Power
• Need for achievement: A strong desire to perform
challenging tasks well and meet personal standards
for excellence
• Need for affiliation: Extent to which an individual
is concerned about establishing and maintaining
good interpersonal relations, being liked, and
having the people around him get along with each
other
• Need for power: Extent to which an individual
desires to control or influence others
Equity Theory
• Focuses on people’s perceptions of the fairness (or
lack of fairness) of their work outcomes in
proportion to their work inputs
• Equity: Justice, impartiality, and fairness to which
all organizational members are entitled
• Inequity: Lack of fairness
Table 9.2 - Equity Theory
Equity Theory
• Underpayment inequity: Exists when a person
perceives that his own outcome–input ratio is less
than the ratio of a referent
• Overpayment inequity: Exists when a person
perceives that his own outcome–input ratio is
greater than the ratio of a referent
Ways to Restore Equity
• When people experience underpayment inequity
they may be motivated to:
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Lower their inputs by reducing their working hours,
putting forth less effort on the job, or being absent
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Increase their outcomes by asking for a raise or a
promotion
• When people experience overpayment inequity,
they may try to restore equity by changing their
perceptions of their own or their referent’s inputs
or outcomes
Goal Setting Theory
• Focuses on identifying the types of goals that are
effective in producing high levels of motivation and
performance and explaining why goals have these
effects
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Goals must be specific and difficult
• Specific goals are often quantitative
• Difficult goals are hard but not impossible to attain
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Goals motivate people to contribute more inputs to
their jobs
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Goals cause people to put forth high levels of effort
Learning Theories
• Focus on increasing employee motivation and
performance by linking outcomes that employees
receive to the performance of desired behaviors
and the attainment of goals
• Learning: A relatively permanent change in
person’s knowledge or behavior that results from
practice or experience
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
• Managers can motivate organizational members by
linking the performance of specific behaviors to the
attainment of specific outcomes
Operant Conditioning Theory
Positive reinforcement
Negative reinforcement
•
Giving people outcomes
they desire when they
perform organizationally
functional behaviors
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Eliminating undesired
outcomes when people
perform organizationally
functional behaviors
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pay, praise, promotion
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manager’s constant
nagging or criticism,
unpleasant assignments,
threat of losing one’s job
Operant Conditioning Theory
• Extinction: Curtailing the performance of a
dysfunctional behavior by eliminating whatever is
reinforcing them
• Punishment: Administering an undesired or
negative consequence when dysfunctional behavior
occurs
Social Learning Theory
• Takes into account how learning and motivation are
influenced by people’s thoughts and beliefs and
their observations of other people’s behavior
• Vicarious or observational learning: Occurs when
a learner is motivated to perform a behavior by
watching another person perform and be reinforced
for doing so
Social Learning Theory
• Self-reinforcement: Any desired or attractive
outcome or award that a person can give himself or
herself for good performance
• Self-efficacy: A person’s belief about his or her
ability to perform a behavior successfully
Pay and Motivation
• Expectancy theory: Pay is an outcome that has
high valence for many people
• Need theory: Pay is used to satisfy many needs
• Equity theory: Pay is given in proportion to inputs
• Goal setting theory: Pay is linked to attainment of
goals
• Learning theory: Outcomes (pay), should be
contingent on the performance of organizationally
functional behaviors
Merit Pay and Performance
• Merit pay plan
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A compensation plan that bases pay on performance
Individual, group, organizational performance
Salary Increase or Bonus?
• Managers can distribute merit pay to people in the
form of a salary increase or a bonus
• Salary levels are based on performance levels,
cost-of-living increases
• Bonus plans have more motivational impact than
salary increases
• The amount of the bonus can be directly and
exclusively based on performance
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
•
Stock options are not used much to reward past
individual performance but, rather, to motivate
employees to work in the future for the good of the
company
Examples of Merit Pay Plans
• Piece-rate pay: Employee’s pay is based on the
number of units that the employee produces
• Commission pay: Employee’s pay is based on a
percentage of sales that the employee makes
• Scanlon plan: Focuses on reduced expenses or
cutting costs
• Profit sharing: Employees receive a share of an
organization’s profits