1. Motivation: Content Approaches Motivation: Content Approaches What motivates us?

2. MASLOW HIERARCHY OF NEEDS PHYSICAL SAFETY SOCIAL ESTEEM FULFILLMENT

3. MASLOW PHYSICAL SAFET Y SOCIAL ESTEE M FULFILLMENT Satisfaction HERZBERG Satisfaction Dis- Satisfactio n 0 0 vs. SATISFIERS HYGIENE FACTORS

4. Motivation and Job Enrichment Motivation and Job Enrichment Hygiene Factors job surroundings supervision benefits Working conditions Interpersonal relationships pay / salary security Policies & practices Motivators what people do Work itself achievement advancement opportunity for learning challenge / growth feedback of results recognition responsibility

5. Job Characteristics Model Core Job Dimensions Skill Variety Task Identity Task Significance Autonomy Feedback Psychological States Meaningful Work Responsibility for outcome Knowledge of results

6. Psychological States Meaningful Work Responsibility for outcome Knowledge of results High Motivation High Quality Work High Satisfaction Low Absenteeism and Turnover Work Outcomes

7. JOB BOSS before after Job enlargement Job enrichment Job Module Design

8. JOB BOSS before after Task Advancement

9. Alderfer’s ERG Theory ExistenceExistence Growth RelatednessRelatedness

10. The Theory of Needs DavidMcClelland The Theory of Needs DavidMcClelland Need for Achievement(nAch) Achievement(nAch) Power(nPow) Power(nPow) Affiliation(nAff) Affiliation(nAff)

11. Cognitive Evaluation Intrinsic Motivators Intrinsic Motivators Extrinsic Motivators Extrinsic Motivators

12. Specificity Challenge Feedback Participation Commitment Self-efficacy Characteristics Culture Goal-Setting Theory

13. Reinforcement Theory Consequences Rewards No Rewards Punishment Behavior

14. Motivation: Process Approaches Motivation: Process Approaches How does motivation work?

15. ©a Times Mirror Higher Education Group, Inc., company, 1997 IRWI N Equity Theory OUTCOME INPUTS OUTCOME INPUTS ? the same more or less A person evaluates fairness by comparing their ratio with others. Pay, benefits, opportunities, etc. effort, ability, experience etc.

16. Ratio Comparison* Employee’s Perception Outcomes A Inputs A Outcomes A Inputs A Outcomes A Inputs A Outcomes B Inputs B Outcomes B Inputs B Outcomes B Inputs B < = > Inequity (Under-Rewarded) Equity Inequity (Over-Rewarded) * Where A is the employee, and B is a relevant other or referent. Equity Theory

17. Research into Equity Amount and Allocation of Rewards Perceived Fairness of the Distribution Process DistributiveJusticeProceduralJustice

18. Expectancy Theory Effort Performance expectancy?instrumentality? valence? Motivation = E * I * V

19. Expectancy Theory 3. Rewards-personal goals relationship 1. Effort-performance relationship 2. Performance-rewards relationship IndividualEffortIndividualPerformance PersonalGoals OrganizationalRewards 1 2 3

20. Performance Dimensions OpportunityMotivation Ability Performance

21. An Integrative Model of Motivation Personal Goals Personal Goals Individual Performance Individual Performance Individual Effort Individual Effort Goals Direct Behavior Goals Direct Behavior High nAch High nAch Ability Opportunity Performance Appraisal Criteria Performance Appraisal Criteria Performance Appraisal System Performance Appraisal System Reinforcement Dominant Needs Dominant Needs Equity Comparison O I A I B Equity Comparison O I A I B Organization Rewards Organization Rewards

22. Motivation Theories Are Culture Bound Need for AchievementHierarchy of Needs Equity Theory

23. MBO: Cascading of Objectives OrganizationalObjectives DivisionalObjectives DepartmentalObjectives IndividualObjectives The XYZ Company Consumer Products Industrial Products DevelopmentResearchMarketingCustomerServiceSalesProduction

24. Key Elements of MBO GoalSpecificity Explicit Time Period Participation in Decision Making PerformanceFeedback

25. Linking MBO and Goal-Setting Theory Participation in Goal Setting Specificity of Goals Feedback on Performance Difficulty of Goals

26. Employee Recognition Programs Recognition & ReinforcementDefiningRecognition Recognition Plans in Practice

27. Employee Involvement Programs ParticipativeManagement QualityCircles RepresentativeParticipation Employee Stock Ownership

28. Variable Pay Plans Piece RateProfit Sharing Bonus PlansGainsharing

29. Skill-Based Pay Plans Promotes Flexibility Promotes Flexibility Facilitates Communication Facilitates Communication Satisfies Ambitious Workers Satisfies Ambitious Workers “Topping Out” “Topping Out” Obsolescence of Skills Obsolescence of Skills Performance versus Skills Performance versus Skills Advantages Disadvantages

30. Flexible Benefits Employees Choose From A Menu of Options Expectancy TheoryExpectancy Theory Individual NeedsIndividual Needs Cost of ManagementCost of Management Cost of PremiumsCost of Premiums

31. Special Motivation Issues Professionals Contingent workers Diversified workforce Low-skilled service workers Highly repetitive tasks