Professional Documents
Culture Documents
mgmt371 Chapter 16
mgmt371 Chapter 16
Chapter Sixteen
Much of the slide content was created by Dr, Charlie Cook, Houghton Mifflin, Co.© 1
The Nature of Motivation
Motivation
The set of forces that cause people to
behave in certain ways.
The goal of managers is to maximize
desired behaviors and minimize
undesirable behaviors.
2
The Nature of Motivation
The Importance of Motivation in the
Workplace
Determinants of Individual Performance
Motivation—the desire to do the job.
to do the job.
3
The Motivation Framework
4
Content Perspectives on
Motivation
Content Theories (Perspectives)
Approaches to motivation that try to
answer the question, “What factors in the
workplace motivate people?”
Defines what causes motivation.
Content Perspectives of Motivation
Maslow’s Hierarchy of Needs
Aldefer’s ERG Theory
Herzberg’s Two-Factor Theory
McClelland’s Achievement, Power, and
Affiliation Needs
5
Content Perspectives on
Motivation (Maslow’s Hierarchy)
The Need Hierarchy Approach
Maslow’s Hierarchy of Needs
Physiological—basic survival and biological
function.
Security—a safe physical and emotional
environment.
Belongingness—love and affection.
Esteem—positive self-image/self-respect and
recognition and respect from others.
Self-actualization—realizing one’s potential for
personal growth and development
6
Content Perspectives on
Motivation (Maslow’s Hierarchy)
Weakness of Maslow’s theory
Five levels of need are not always present.
Ordering or importance of needs is not always the
same.
Cultural differences.
7
Maslow’s Hierarchy of Needs
Intrinsically
Extrinsically Determined
Determined
Self-
Actualization
Esteem
Freedom to
Belonging Salary
fulfill one’s self
Stable work Status
Challenging job
Safety/Security group Office
Job security Interaction Personnel
Physiological Handbooks Friendship Plaques
Salary Rules/policies Awards
Stability Titles
8
Content Perspectives on
Motivation (Aldefer’s)
The ERG Theory
Needs are grouped into three overlapping
categories:
Existence needs—physiological and
security needs.
Relatedness needs—belongingness
actualization.
9
Content Perspectives on
Motivation (Aldefer’s)
ERG theory assumes that:
Multiple needs can be operative at one time (there
is no absolute hierarchy of needs).
If a need is unsatisfied, a person will regress to a
lower-level need and pursue that need (frustration-
regression).
10
Content Perspectives on
Motivation (Herzberg)
Satisfaction and dissatisfaction are influenced
by two independent sets of factors.
Maintenance (Hygiene) Factors - cause
dissatisfaction.
Motivational (Motivators) Factors - cause job
satisfaction.
Job satisfaction and dissatisfaction are two separate
phenomena.
Hygiene factors (work environment) are on a
12
Herzberg’s Two- Factor Theory
Hygiene Factors Motivators
Status Autonomy
Salary Recognition
Work Conditions Achievement
Relations with Peers Responsibility
Relations with Interesting Work
Superiors Advancement
Relations with Opportunities
Subordinates
14
Process Perspectives on
Motivation
Process Theories (Perspectives)
Approaches to motivation that focus on:
Why people choose certain behavioral options to
satisfy their needs
How they evaluate their satisfaction after they
15
Process Perspectives on
Motivation (Vroom)
Victor Vroom’s Expectancy Theory
Motivation depends on how much we want something and
how likely we are to get it.
Assumes that:
Behavior is determined by personal and
environmental forces.
People make decisions about their behavior in
organizations.
People have different types of needs, desires,
and goals.
People choose among alternatives of behaviors
in selecting
16
Process Perspectives on
Motivation (Vroom)
People choose among alternatives of
behaviors in selecting one that that leads to a
desired outcome.
Motivation leads to effort that, when
combined with ability and environmental
factors, results in performance which leads to
various outcomes that have value (valence)
to employees.
17
Process Perspectives on
Motivation (Vroom)
n
Vj =ƒj [Σ(VkIjk)] (j =1…n)
k=1
19
Process Perspectives on
Motivation (Vroom)
Expectancy - the belief that you can achieve
the level of performance expected in order to
be eligible for a reward.
Instrumentality - the belief that the level of
expected performance will be rewarded.
Valence - how much importance you attach
to the reward.
20
Process Perspectives on
Motivation (Vroom)
Elements of Expectancy Theory
Effort-to-Performance Expectancy
The employee’s perception of the
21
Process Perspectives on
Motivation (Porter-Lawler)
The Porter-Lawler Extension of Expectancy Theory
Assumptions:
If performance results in equitable and fair
rewards, people will be more satisfied.
High performance can lead to rewards and high
satisfaction.
Types of rewards:
Extrinsic rewards are outcomes set and
23
Process Perspectives on
Motivation (Adams)
Equity Theory
People are motivated to seek social equity in the
rewards they receive for performance.
Equity is an individual’s belief that the treatment he or
she receives is fair relative to the treatment received
by others.
Individuals view the value of rewards (outcomes) and
inputs of effort as ratios and make subjective
comparisons of themselves to other people.
organizations.
Characteristics of Goals
Goal difficulty
Extent to which a goal is challenging and requires
effort.
People work harder to achieve more difficult goals.
Goal specificity
Clarity and precision of the goal.
individual is personally
interested in reaching a goal.
27
The Expanded Goal-setting Theory of
Motivation
28
Implications of Process
Perspectives on Motivation
Implications of the Process Perspectives
If rewards are to motivate employees, they
must be perceived as being valued,
attainable, fair and equitable
29
Reinforcement Perspectives on
Motivation (Skinner)
Reinforcement Theory (B.F. Skinner)
The role of rewards as they cause behavior to
change or remain the same over time.
Assumes that:
Behavior that results in rewarding
30
Reinforcement Perspectives on
Motivation (Skinner)
Kinds of Reinforcement in Organizations
Positive reinforcement
Strengthens behavior with rewards or positive
outcomes after a desired behavior is
performed.
Avoidance
Strengthens behavior by avoiding unpleasant
consequences that would result if the behavior
is not performed.
31
Reinforcement Perspectives on
Motivation (Skinner)
Kinds of Reinforcement in Organizations
Punishment
Weakens undesired behavior by using negative
outcomes or unpleasant consequences when
the behavior is performed.
Extinction
Weakens undesired behavior by simply
ignoring or not reinforcing that behavior.
Withholds a reward.
32
Reinforcement Perspectives on
Motivation (Reinforcement)
Reinforcement schedules
Fixed interval schedule—reinforcement
applied at fixed time intervals, regardless of
behavior.
Variable interval—reinforcement applied at
variable time intervals.
Fixed ratio—reinforcement applied after a
fixed number of behaviors, regardless of time.
Variable Ratio—reinforcement applied after a
variable number of behaviors, regardless of
time.
33
Reinforcement Perspectives on
Motivation (OB mod)
Behavior modification (OB mod)
A method for applying the basic elements of
reinforcement theory in an organizational setting.
Specific behaviors are tied to specific forms of
reinforcement.
Implications of the Reinforcement Perspectives
Consistently applied reinforcement helps maintain
employee motivation by:
Encouraging (rewarding) positive behaviors
in an organization.
34
Popular Motivational Strategies
(Empowerment & Participation)
Empowerment and Participation
Empowerment
Enabling workers to set their own work goals, make
their work.
Areas of participation for employees:
Making decisions about their jobs.
schedules).
Participating in decision making about broader issues of
product quality.
35
Popular Motivational Strategies
(Empowerment & Participation)
Techniques and Issues in Empowerment
Using work teams
Collections of employees empowered to plan,
36
Using Reward Systems to Motivate
Performance (Applications)
Reward System
The formal and informal mechanisms by which
employee performance is defined, evaluated, and
rewarded.
Effects of Organizational Rewards
Higher-level performance-based rewards motivate
employees to work harder.
Rewards help align employee self-interest with
organizational goals.
Rewards foster increased retention and citizenship
37
Using Reward Systems to Motivate
Performance (Applications)
Merit Reward Systems
Base a meaningful portion of individual compensation
on merit—the relative value of an individual’s
contributions to the organization.
Employees who make greater contributions are given
worker.
The employee work at a single task continuously.
output).
38
Using Reward Systems to Motivate
Performance (Applications)
Incentive Reward Systems (cont’d)
Incentive pay plans
Piece-rate systems
Sales commissions
39
Using Reward Systems to Motivate
Performance (Applications)
Executive Compensation
Standard forms of executive compensation
Base salary
Executive perks
organization
Earnings gap between executive pay and typical
employee pay
40
Using Reward Systems to Motivate
Performance (Applications)
New Approaches to Performance-Based Rewards
Leveraging the value of incentives
Allowing individuals and groups in the
41