12 Chapter Motivation McGraw-Hill© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Learning Objectives After reading this chapter, you should be able to: Understand the basic approaches to motivation. Use goal setting to increase employee effort. Improve performance and solve worker performance problems by applying various motivation models. Use reinforcement principles to achieve higher performance. Differentiate between motivation and other possible influences on performance. McGraw-Hill© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Motivation Categories of Theories:  Content theories of motivation seek to understand what underlies and drives motivation  Process theories of motivation seek to understand what steps can be taken to improve and maintain motivation Types of Motivation: Intrinsic motivation- comes from the personal satisfaction of the work itself Extrinsic motivation – comes from the rewards that are linked to job performance, such as a paycheck McGraw-Hill© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Content View of Motivation Maslow’s Hierarchy of Needs Alderfer’s ERG Theory McClelland’s Need Theory Herzberg’s Two- Factor Theory McGraw-Hill© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Maslow’sHierarchy of Needs Self-actualization Esteem Needs Social Needs Safety Needs Physiological Needs McGraw-Hill© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

ERG Model of Motivation Adapted from Figure 14.5 Frustration-Regression Satisfaction-Progression Growth Needs Relatedness Needs Existence Needs 14.9

McClelland’sNeedsTheoryMcClelland’sNeedsTheory Need for Achievement(nAch) Achievement(nAch) Power(nPow) Power(nPow) Affiliation(nAff) Affiliation(nAff) McGraw-Hill© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

McClelland’s Acquired Needs Achievement motivation Like to assume personal responsibility Set goals of intermediate risk and difficulty Desire immediate and specific feedback Power motivation Personal power Socialized/institutional power Affiliation motivation

Herzberg’s Two-Factor Theory Hygiene Factors Motivational Factors Quality of supervision Rate of pay Company policies Working conditions Relations with others Job security Quality of supervision Rate of pay Company policies Working conditions Relations with others Job security Career Advancement Personal growth Recognition Responsibility Achievement Career Advancement Personal growth Recognition Responsibility Achievement High Job Dissatisfaction Job Satisfaction 0 McGraw-Hill© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Process View of Motivation Goal-Setting Theory Equity Theory Reinforcement Theory Expectancy Theory McGraw-Hill© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Goal-Setting Theory Effective Goals are:  Accepted by employees  Challenging and realistic  Specific, quantifiable, and measurable – not “do your best”  Results are given feedback McGraw-Hill© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

MBO: Cascading of Objectives OrganizationalObjectives DivisionalObjectives DepartmentalObjectives IndividualObjectives The XYZ Company Consumer Products Industrial Products DevelopmentResearchMarketingCustomerServiceSalesProduction McGraw-Hill© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Equity Theory Social comparisons SELF OTHER(S) outcomes/inputs : outcomes/inputs Outcomes = pay, recognition, use abilities Inputs = education, performance, effort

Inequity occurs when the ratio is not equivalent Reactions to under-reward  Reduce inputs by cutting back on the effort, absenteeism, play computer games  Increase outcomes – ask for raise, absenteeism  Decrease others’ outcomes, such as spread rumors about others  Leave – find a more equitable job  Distort reality/change comparison person Equity Theory (continued) McGraw-Hill© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Reinforcement Theory Skinner Organism active/goal directed Stimulus  Response  Reinforcement |_____+_____|

Reinforcement and Punishment Immediately After Behavior Occurs Present Withdraw Positive Positive Punishment Reinforcer Reinforcement Negative Punishment Negative Reinforcer Reinforcement

Punishment Side Effects Temporary suppression No knowledge of correct behavior Generalized to inappropriate situations Punisher associated with punishment Tendency to be inconsistent

Reducing Side Effects Make undesired behavior clear Make desired behavior clear Provide reinforcers for desired behavior

The Integrative Expectancy Model Adapted from Figure 14.6 Role perceptions Satisfaction Perceived equity Effort-reward link Performance Effort Value of reward Abilities and traits Extrinsic rewards Intrinsic rewards 14.10

Expectancy Model Effort  Performance  Outcomes Expectancy = Effort  Performance (impacted by role perceptions and abilities/traits/training) Instrumentality=Performance  Outcomes Valence = Importance of Outcomes

Motivation by Design Job Enlargement Job Rotation Job Enrichment Job Characteristics Model McGraw-Hill© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Hackman & Oldham Job-Enrichment Model Adapted from Figure 14.3 Five Job Characteristics Skill variety Task identity Task significance Autonomy Feedback Personal and Work Outcomes Three Critical Psychological States Experienced meaningfulness of work Knowledge of actual work results Experienced responsibility for work outcomes High internal work motivation High quality work performance High satisfaction with the work Low absenteeism and turnover 14.6 Growth Need Strength

Applications of Management Perspectives — For the Manager Effective managers understand the factors that influence motivation and use them as levers to energize employees toward organizational goals. Effective motivation requires much more sophistication than kicking workers harder to get more out of them. Long-term effectiveness requires managers to considers the needs and perceptions of workers as well as characteristics of the work environment. Managers should be able to apply the motivation theories to analyze and solve motivation difficulties. McGraw-Hill© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Applications of Management Perspectives — For Managing Team A critical issue is how the teams are structured. If the team is given responsibility for a project or area, they can move beyond their individual concerns and be motivated to contribute to the common goal. McGraw-Hill© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Applications of Management Perspectives — For the Individual As individual performers, we should understand our own needs. It is also helpful to clearly understand motivation process in the work environment. It is important to clarify and manage your personal instrumentalities and valences. McGraw-Hill© 2004 The McGraw-Hill Companies, Inc. All rights reserved.