Motivation
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The document discusses various theories and approaches to motivation in the workplace. It covers traditional approaches like human relations and human resources theories, as well as more contemporary content theories like Maslow's hierarchy of needs and ERG theory. Process theories of motivation like expectancy theory and equity theory are also examined. Reinforcement theory and its use of rewards to motivate behavior is described. The impact of job design, empowerment, and giving work meaning on employee motivation are also discussed.
Motivation
- 2. Learning Objectives Define motivation and explain the difference between current approaches and traditional approaches to motivation. Identify and describe content theories of motivation based on employee needs. Identify and explain process theories of motivation. Describe reinforcement theory and how it can be used to motivate employees. 0
- 3. Learning Objectives (contd.) Discuss major approaches to job design and how job design influences motivation. Explain how empowerment heightens employee motivation. Describe ways that managers can create a sense of meaning and importance for employees at work. 0
- 4. Motivation One secret for success in organizations is motivated and enthusiastic employees The challenge is to keep employee motivation consistent with organizational goals 0
- 5. Motivation Arousal, direction, and persistence of behavior Employee motivation affects productivity Part of a manager’s job is to channel motivation toward the accomplishment of organizational goals 0
- 6. Two Types of Rewards Intrinsic rewards- -satisfactions a person receives in the process of performing a particular action. Extrinsic rewards- -given by another person. 0
- 7. A Simple Model of Motivation NEED-Creates desire to fulfill needs (food, friendship, recognition, achievement). BEHAVIOR-Results in actions to fulfill needs. REWARDS-Satisfy needs; intrinsic or extrinsic rewards. FEEDBACK-Reward informs person whether behavior was appropriate and should be used again. Exhibit 19.1 0
- 8. Foundations of Motivation Traditional Human Relations Human Resources Contemporary systematic analysis of an employee’s job economic rewards for high performance noneconomic rewards, such as congenial work groups workers studied as people and the concept of social man was born introduce the concept of the whole person employees are complex and motivated by many factors content theories stress the analysis of underlying human need process theories concern the thought processes that influence behavior reinforcement theories focus on employee learning of desired work behaviors 0
- 9. Content Theories of Motivation Hierarchy of Needs Theory ERG Theory Two-Factor Theory Acquired Needs Theory Emphasize the needs that motivate people 0
- 10. Maslow’s Hierarchy of Needs Exhibit 19.2 0
- 11. Maslow’s Hierarchy of Needs Once a need is satisfied, it declines in importance and the next higher need is activated There are opportunities for fulfillment off the job and on the job in each of the five levels of needs 0
- 12. ERG Theory Existence Needs the needs for physical well-being Relatedness Needs the need for satisfactory relationships with others Growth Needs human potential, personal growth, and increased competence 0
- 13. Two Factor Motivation Theory Area of Satisfaction Area of Dissatisfaction Motivators influence level of satisfaction . Hygiene factors influence level of dissatisfaction Motivators Hygiene Factors Achievement Recognition Responsibility Work itself Personal growth Working conditions Pay and security Company policies Supervisors Interpersonal relationships Exhibit 19.4 0
- 14. Acquired Needs Theory Need for Achievement desire to accomplish something difficult, master complex tasks, and surpass others Need for Affiliation desire to form close personal relationships, avoid conflict, and establish warm friendships Need for Power desire to influence or control others David McClelland 0
- 15. Process Theories of Motivation Equity Theory focuses on individuals’ perceptions of how fairly they are treated compared with others motivated to seek social equity in the rewards they expect for performance 0
- 16. Methods for Reducing Perceived Inequities Change inputs Change outcomes Distort perceptions Leave the job 0
- 17. Process Theories of Motivation Expectancy Theory motivation depends on individuals’ expectations about their ability to perform tasks and receive desired rewards concerned not with identifying types of needs but with the thinking process that individuals use to achieve rewards based on the effort, performance, and desirability of outcomes 0
- 18. Goal Setting Theory A motivation theory in which specific challenging goals increase motivation and performance when the goals are accepted by subordinates and these subordinates receive feedback to indicate their progress toward goal achievement. 0
- 19. Reinforcement Perspective on Motivation Reinforcement Tools Positive reinforcement in the administration of a pleasant and rewarding consequence. Avoidance learning is the removal of an unpleasant consequence following a desired behavior. Punishment is the imposition of unpleasant outcomes on an employee. Extinction is the withdrawal of a positive reward, behavior is no longer reinforced and hence is less likely to occur in the future. 0
- 20. Schedules of Reinforcement Continuous Reinforcement Partial Reinforcement Fixed-Interval Schedule Fixed-Ratio Schedule Variable-Interval Schedule Variable-Ratio Schedule 0
- 21. Job Design for Motivation Job design = application of motivational theories to the structure of work for improving productivity and satisfaction Job simplification = job design whose purpose is to improve task efficiency by reducing the number of tasks a single person must do 0
- 22. Job Design for Motivation Job Rotation = job design that systematically moves employees from one job to another to provide them with variety and stimulation Job Enlargement = job design that combines a series of tasks into one new, broader job to give employees variety and challenge 0
- 23. Job Design for Motivation Job Enrichment = job design that incorporates achievement, recognition, and other high-level motivators into the work Work redesign = altering of jobs to increase both the quality of employee’s work experience and their productivity 0
- 24. Job Characteristics Model Source: Adapted from J. Richard Hackman and G. R. Oldham, “Motivation through the Design of Work: Test of a Theory,” Organizational Behavior and Human Performance 16 (1976), 256. Exhibit 19.9 0
- 25. Motivational Ideas for Turbulent Times Organizations are increasingly using various types of incentive compensation as a way to motivate employees to higher levels of performance Variable compensation and forms of at risk pay are key motivational tools 0
- 26. Empowering People to Meet Higher Needs Information - Employees receive information about company performance Knowledge - Employees have knowledge and skills to contribute to company goals Power - Employees have the power to make substantive decisions Rewards - Employees are rewarded based on the company performance Four Empowering Elements 0
- 27. A Continuum of Empowerment Sources: Based on Robert C. Ford and Myron D. Fottler, “Empowerment: A Matter of Degree,” Academy of Management Executive 9, no. 3 (1995), 21-31; Lawrence Holpp, “Applied Empowerment,” Training (February 1994), 39-44; and David P. McCaffrey, Sue R. Faerman, and David W. Hart, “”The Appeal and Difficulties of Participative Systems,” Organization Science 6, no. 6 (November-December 1995), 603-627. Exhibit 19.11 0
- 28. Giving Meaning to Work To meet higher-level motivational needs and help people get intrinsic rewards from their work is to instill a sense of importance and meaningfulness 0