Professional Documents
Culture Documents
Chapter 5
Motivation at Work
Chapter Overview
Learning Outcomes
Key Terms
PowerPoint Guide
Review Questions and Answers
Discussion and Communication Questions and Suggested Answers
Ethical Dilemma
Self-Assessments—What about You?
Issues in Diversity
Experiential Exercises
Additional Examples
Case Study and Suggested Responses: Compensation Controversies at AIG
Video: Profile on Urban Escapes
Student Handouts:
Ethical Dilemma
What About You?: Protestant Ethic
What About You?: What’s Important to Employees?
Issues in Diversity: Using Cash to Bridge the Achievement Gap
Experiential Exercise: What Do You Need from Work?
Experiential Exercise: What to Do?
Experiential Exercise: Motivation: Three Incidents
© 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
2
Chapter 5: Motivation at Work
Chapter Overview
This is the first chapter of the two chapters on motivation, behavior, and performance. This
chapter addresses internal theories of motivation, process theories of motivation, and external
theories of motivation. Then, it describes Maslow’s hierarchy of needs theory, McClelland’s
need theory, Herzberg’s two-factor theory, social exchange theory and equity theory, and the
expectancy theory of motivation. The chapter concludes with a discussion on cultural differences
in motivation.
Learning Outcomes
1 Define motivation and articulate different views of how individuals are motivated at work.
Motivation is the process of arousing and sustaining goal-directed behavior. Motivation theories
attempt to explain and predict observable behavior. They may be broadly classified into internal,
process, and external theories. A comprehensive approach to understanding motivation,
behavior, and performance must consider three elements of the work situation—the individual,
the job, and the work environment—and how these elements interact.
© 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
3
Chapter 5: Motivation at Work
explains both progressive need gratification and regression when people face frustration.
3 Discuss how the needs for achievement, power, and affiliation influence an individual’s
behavior in the workplace.
Henry Murray developed a long list of motives and manifest needs in his early studies of
personality. Inspired by Murray’s work, David McClelland identified three learned or
acquired, needs, called manifest needs because they are easily perceived. These are the needs
for achievement, power, and affiliation. The need for achievement encompasses excellence,
competition, challenging goals, persistence, and overcoming difficulties. The need for power
includes the desire to influence others, the urge to change people or events, and the wish to
make a difference in life. The need for affiliation is an urge to establish and maintain warm,
close, intimate relationships with others.
© 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
4
Chapter 5: Motivation at Work
Key Terms
© 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
5
Chapter 5: Motivation at Work
PowerPoint Guide
Introduction
Slide 2—Learning Outcomes
LO1 Define motivation and articulate different views of how individuals are motivated at
work.
Slide 3—LO - 5.1
Slide 4—Motivation
LO2 Explain Maslow’s hierarchy of needs and its two main modifications.
Slide 5—LO - 5.2
Slide 6—Figure 5.1: Human Needs, Theory X, and Theory Y
Slide 7—Table 5.1: McGregor’s Assumptions about People
Slide 8—ERG Theory
LO3 Discuss how the needs for achievement, power, and affiliation influence an individual’s
behavior in the workplace.
Slide 9—LO - 5.3
Slide 10—McClelland’s Need Theory
© 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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