HBO – Lesson 1 (Final Term)
Motivation - The set of processes that
arouse, direct, and maintain human
behavior toward attaining some goal.
Components of Motivation:
1. Arousal - drive or energy behind our
actions.
2. Direction – choices people make.
3. Maintenance – how long will people
persist at attempting to meet their goals.
Three Key Points About Motivation:
1. Motivation and Job Performance
are not synonymous. - Just because
someone performs a task well does not
mean that he or she is highly motivated
2. Motivation is multifaceted – people
are likely to have several different
motives operating at once. Sometimes,
these conflict with one another, but the
one that wins is the one that’s stronger
motives.
3. People are motivated by more than
just money – money isn’t people’s only
motive for working.
Lower-to-Mid Level Employees –
challenging work, supportive team-
oriented environment, adequate
compensation, opportunities for
promotion and achievement, incentives
to succeed, peer group respect.
Junior and Senior Executives –
Supportive team-oriented environment,
challenging work, fit between life on and
off the job, adequate compensation,
working at a company that has high
values, opportunities for promotion and
achievement.
Goal-setting - The process of
determining specific levels of
performance for workers to attain and
then striving to attain them.
Goal setting theory - specifying that
people are motivated to attain goals
because doing so makes them feel
successful.
Self-efficacy - One’s belief about
having the capacity to perform a task.
Goal Commitment - The degree to
which people accept and strive to attain
goals.
Guidelines for Setting Effective
Performance Goals:
1. Assign specific goals
2. Assign difficult, but acceptable,
performance goals.
• Stretch goals - goals that are so
difficult that they challenge
people to rethink the way they
work.
• Vertical stretch goals - stretch
goals that challenge people to
achieve higher levels of success
in current activities.
• Horizontal stretch goals -
Stretch goals that challenge
people to perform tasks that they
have never done.
3. Provide feedback on goal attainment
Equity theory - stating that people
strive to maintain ratios of their own
outcomes (rewards) to their own inputs
(contributions) that are equal to the
outcome/input ratios of others with
whom they compare themselves.
• Outcomes - the rewards
employees receive from their
jobs, such as salary and
recognition.
• Inputs - people’s contributions to
their jobs, such as their
experience, qualifications, or the
amount of time worked.
• Overpayment inequity – (raise
your inputs) condition, resulting in
feelings of guilt, in which the ratio
of one’s outcomes to inputs is
more than the corresponding
ratio of another person with
whom that person compares
himself or herself.
• Underpayment inequity – (lower
your inputs) condition, resulting in
feelings of anger, in which the
ratio of one’s outcomes to inputs
is less than the corresponding
ratio of another person with
whom one compares himself or
herself.
• Equitable payment - state in
which one person’s outcome to
input ratios is equivalent to that of
another person with whom this
individual compares himself or
herself.
Expectancy theory - asserts that
motivation is based on people’s beliefs
about the probability that effort will lead
to performance (expectancy), multiplied
by the probability that performance will
lead to reward (instrumentality),
multiplied by the perceived value of the
reward (valence)
• Transparency - practice of
making information about pay
available openly instead of
keeping it secret.
• Expectancy - the belief that
one’s efforts will positively
influence one’s performance.
• Instrumentality - an individual’s
beliefs regarding the likelihood of
being rewarded in accord with his
or her own level of performance.
• Valence – the individual’s beliefs
regarding the likelihood of being
rewarded in accord with his or
her own level of performance.
Motivating by Structuring jobs to
make Them Interesting:
• Job design – an approach to
motivation suggesting that jobs
can be created so as to enhance
people’s interest in doing them.
• Job enlargement – the practice
of expanding the content of a job
to include more variety and a
greater number of tasks at the
same level.
• Job enrichment – the practice of
giving employees a high degree
of control over their work, from
planning and organization,
through implementing the jobs
and evaluating the results.
• Job rotation - the practice of
moving employees between
different tasks to promote
experience and variety.