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Chapter Overview
The chapter explains and describes the underlying dynamics of the motivation process. First, a
model of motivation is presented. The model depicts the role of needs in the motivational process.
Next, a comprehensive description and discussion of Maslow’s hierarchy of needs is presented,
which is followed by a discussion of Herzberg’s two factor theory and Alderfer’s E-R-G model. The
final part provides a description of the basic principles of behavior modification, types of
reinforcement schedules, and goal setting.
The following exercises should help deliver the concepts discussed in this chapter to the students.
Describe a person sitting in a local restaurant eating a large steak. Ask the class what need this
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person is fulfilling. Most will say hunger. Needs for status, affiliation, and power, however, are
also possible. Use this example to lead a discussion on the difficulty of inferring needs from
behavior and the complex interaction of needs which determine behavior.
Have students bring to class one-half page descriptions of behaviors they would like to change
in an individual or a group. Form groups of four or five. Have the students trade their
descriptions and select one person’s problem to work on as a group. Ask the groups to go
through the following four-step process and present its problems and strategies for behavior
change to the class:
o Pinpoint the behavior they wish to change.
o Identify environmental consequences presently reinforcing and/or punishing the
behavior.
o Suggest additional reinforcers or punishment which might influence the frequency of the
behavior.
o Design a strategy to change behavior by adding additional reinforcers to desirable
behavior and eliminating anything which is punishing the desired behavior. Also suggest
strategies for eliminating anything which may be reinforcing undesired behavior.
Divide the class in two and conduct a debate with one side taking the position that proper
management of behavioral contingencies would lead to an optimally positive and productive
environment. The other side should take the position that behavior modification denies free
will, infringes on people’s basic rights, and is untenable as a strategy for motivating complex
organisms.
Negotiate a trade with a professor from the social sciences who specializes in behavior
modification applications. The arrangement would be that you would explain behavior
modification applications in the business area of his or her class if he or she will go over some
of the finer points of developing, structuring, and implementing a behavior modification
intervention with your class.
Have the class bring in pictures of status symbols in an organization. How many symbols are
representing executive, managerial, and staff positions?
Lecture Outline
Introduction
Motivation takes place within a culture, reflects an organizational behavior model, and
requires excellent communication skills.
The four major indicators of employee motivation that are commonly monitored by employers
are:
o Engagement—degree of enthusiasm, initiative, and effort put forth by employees
o Commitment—degree to which employees bond with the organization and exhibit acts of
organizational citizenship
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A Model of Motivation
Although a few spontaneous human activities occur without motivation, nearly all conscious
behavior is motivated or caused.
The role of motivation in performance is summarized in Figure 5.1.
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Internal needs and drives create tensions that are affected by one’s environment.
Potential performance (PP) is a product of ability (A) and motivation (M).
o Results occur when motivated employees have the opportunity to perform and the
resources to do so.
o The presence of goals and the awareness of incentives to satisfy one’s needs are also
powerful motivational factors leading to the release of effort (motivation).
o The amount of effort that employees expend is also directly affected by whether they are
energized or fatigued.
o High-energy workers are alert, spirited, and enthusiastic; they feel vitalized and are
eager to act.
o Fatigued workers act tired, sluggish, and feel emotionally depleted.
Personal strategies for energy management fall into three categories:
o Learning (acquiring new information or skills; setting new goals; identifying sources of
joy at work).
o Relationship development (helping colleagues; demonstrating gratitude to others; seeking
and acting on feedback)
o Finding meaning at work (reflecting on one’s significance and impact at work)
When an employee is productive and the organization takes note of it, rewards will be
distributed.
o If those rewards are appropriate in nature, timing, and distribution, the employee’s
original needs and drives are satisfied.
Motivational Drives
People tend to develop certain motivational drives (strong desires for something) as a product
of the cultural environment in which they live.
o These acquired drives affect how people view their jobs and approach their lives.
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Achievement Motivation
Achievement motivation is a drive some people have to pursue and attain challenging goals.
o Accomplishment is seen as important primarily for its own sake, not just the rewards
that accompany it.
Achievement-oriented employees work harder when:
o They perceive that they will receive personal credit for effort
o The risk of failure is only moderate
o They receive specific feedback about past performance
People with a high drive for achievement:
o Take responsibility for their actions and results
o Desire to control their destiny
o Seek regular feedback
o Enjoy being part of a winning achievement through individual or collective effort
Achievement-oriented managers tend to expect that their employees will also be oriented
toward achievement.
o These high expectations sometimes make it difficult for achievement-oriented
managers to delegate effectively and for ‘average’ employees to satisfy manager’s high
demands.
Affiliation Motivation
Affiliation motivation is a drive to relate to people on a social basis—to work with
compatible people and experience a sense of community.
People with affiliation motives:
o Work better when they are complimented for their favorable attitudes and cooperation
o Tend to surround themselves with friends and likable people
Managers with strong needs for affiliation may have difficulty being effective managers.
o Although a high concern for positive social relationships usually results in a
cooperative work environment where employees genuinely enjoy working together,
managerial overemphasis on the social dimension may interfere with the vital process
of getting things done.
o Affiliation-oriented managers may have difficulty assigning challenging tasks,
directing work activities, and monitoring work effectiveness.
Power Motivation
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Power motivation is a drive to influence people, take control, and change situations.
Power-motivated people wish to create an impact on their organizations and are willing to
take risks to do so.
o Once the power is obtained, it may be used either constructively or destructively.
Power-motivated people make excellent managers if their drives are for institutional power
instead of personal power.
Institutional power is the need to influence others’ behavior for the good of the whole
organization.
o However, if an employee’s drives are toward personal power, that person tends to lose
the trust and respect of employees and colleagues and be an unsuccessful
organizational leader.
Human Needs
Like a machine, an employee who malfunctions does so because of definite causes that may be
related to needs
o If managers treated workers as well as they do expensive machines, they would have
more productive, and hence more satisfied workers.
Types of Needs
Needs may be classified in various ways. A simple classification is:
o Basic physical needs called primary needs.
The physical needs include food, water, sex, sleep, air, etc.
These needs arise from the basic requirements of life and are important for
survival of the human race.
o Social and psychological needs called secondary needs.
These needs are more vague because they represent needs of the mind and spirit.
Many of these needs are acquired and developed as people mature.
Examples are needs that pertain to self-esteem, sense of duty, competitiveness,
giving and receiving affection, self-assertion, etc.
The secondary needs are those that complicate the motivational efforts of managers.
o Managerial planning should consider the effect of proposed actions on secondary needs
of employees.
The following are the key conclusions about secondary needs:
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Lower-Order Needs
o First-level needs involve basic survival and include physiological needs for food, air,
water, and sleep.
o The second need level that tends to dominate is bodily safety and economic security.
o These two need levels together are typically called lower-order needs, and they are
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o He asked the group members to think of a time when they felt especially good about
their jobs and a time when they felt especially bad about their jobs.
Herzberg found that employees named different types of conditions that produced good and
bad feelings.
o If a feeling of achievement led to a good feeling, the lack of achievement was rarely
given as cause for bad feelings.
o Instead, some other factor, such as company policy, was the more frequently given
cause for bad feelings
Maintenance and Motivational Factors
o Herzberg concluded that two separate sets of factors influenced motivation.
Prior to that time, people had assumed that motivation and lack of motivation
were merely opposites of one factor on a continuum.
o Herzberg upset the traditional view by stating that certain job factors dissatisfy
employees primarily when the conditions are absent.
However, the presence of these factors generally brings employees only to a
neutral state.
These potent dissatisfiers are called hygiene factors, or maintenance factors,
because they must not be ignored.
o Other job conditions operate primarily to build this motivation, but their absence rarely
is strongly dissatisfying.
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Since there is no absolute and clear distinction between the effects of the two
major factors, the model outlines only general tendencies; maintenance factors
may be motivators to some people, and motivators may be maintenance factors to
others.
The model also seems to be method-bound, meaning that only Herzberg’s
approach produces the two-factor model.
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o It accepts the likelihood that all three levels might be active at any time— or even that
just one of the higher levels might be active.
o It suggests that a person frustrated at either of the two higher levels may return to
concentrate on a lower level and then progress again.
o Whereas the first two levels are somewhat limited in their requirements for satisfaction,
the growth needs not only are unlimited but are actually further awakened each time
some satisfaction is attained.
Behavior Modification
The models of motivation that have been discussed up to this point are known as content
theories of motivation because they focus on the content (nature) of items that may motivate a
person.
o They relate to the person’s inner self and how that person’s internal state of needs
determines behavior.
The major difficulty with content models of motivation is that the needs people have are
subject to observation by managers or to precise measurement for monitoring purposes.
o As a result, there has been considerable interest in motivational models that rely more
heavily on intended results, careful measurement, and systematic application of
incentives.
Organizational behavior modification, or OB Mod is the application in organizations of the
principles of behavior modification, which evolved from the work of B. F. Skinner.
o OB Mod and the next several models are process theories of motivation, since they
provide perspectives on the dynamics by which employees can be motivated.
Law of Effect
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OB Mod relies heavily on the law of effect, which states that a person tends to repeat
behavior that is accompanied by favorable consequences (reinforcement) and tends not to
repeat behavior that is accompanied by unfavorable (or lack of) consequences.
Two conditions are required for successful application of OB Mod:
o The manager must be able to identify some powerful consequences (as perceived by the
employee).
o The manager must be able to control or administer them in such a way that the
employee will see the connection between the behavior to be affected and the
consequences.
The law of effect comes from learning theory, which suggests that we learn best under
pleasant surroundings.
o Whereas content theories argue that internal needs lead to behavior, OB Mod states
that external consequences tend to determine behavior.
The advantage of OB Mod is that it places a greater degree of control, and responsibility, in
the hands of the manager.
A special type of learning theory is social learning, also known as vicarious learning.
o This suggests that employees do not always have to learn directly from their own
experiences.
o Instead, they may—and even are likely to—learn by observing the actions of others,
understanding the consequences that others are experiencing, and using that new
information to modify their own behavior.
Employees who acquire the skills of social learning can often become much more effective in
less time than they would have if they had to experience everything independently.
Alternative Consequences
OB Mod places great emphasis on the use of rewards and alternative consequences to sustain
behavior.
o Before using OB Mod, managers must decide whether they wish to increase the
probability of a person’s continued behavior or to decrease it.
Once managers have decided on their objective, they have two further choices to make which
determine the type of consequence to be applied:
o Should they use a positive or a negative consequence?
o Should they apply it or withhold it?
The answers to these two questions result in four unique alternative consequences (Figure
5.5)—positive reinforcement, negative reinforcement, punishment, and extinction.
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disciplinary actions.
It could happen that people who are punished may be unclear about what specific
part of their behavior is being punished.
Extinction is the withholding of significant positive consequences that were previously
provided for a desirable behavior.
o If no reinforcement by the manager, the employee, or anyone else occurs, the behavior
tends to diminish through lack of reinforcement.
Schedules of Reinforcement
The frequency of a behavior creates a baseline, or standard, against which improvements can
be compared.
o Then, the manager can select a reinforcement schedule, which is the frequency with
which the selected consequence accompanies a desired behavior.
Reinforcement may be either continuous or partial.
o Continuous reinforcement occurs when reinforcement accompanies each correct
behavior by an employee.
An example of continuous reinforcement is payment of employees for each
acceptable item they produce.
o Partial reinforcement occurs when only some of the correct behaviors are
reinforced—either after a certain time or after a number of correct responses.
Learning is slower with partial reinforcement than with continuous reinforcement.
o However, learning tends to be retained longer when it is secured under conditions of
partial reinforcement.
Goal Setting
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asked to pass. In no other way, can we acquire our own knowledge
that the Supreme Court has yet to hear and consider the real
challenge to the supposed new Article in which governments attempt
to exercise ungranted power and to grant new power to interfere with
the individual freedom of the American citizen. As we well know, that
one real challenge is that the new Article was not made by those
who alone can make it, that it was not made as it can be
constitutionally made, by the makers of that kind of Article
named in the Fifth Article, the “conventions” of the Seventh and the
Fifth Articles, the “We, the people” of the Preamble and “the people”
of the Tenth Amendment.
CHAPTER XXIII
THE CHALLENGES THAT FAILED