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

MASLOW HIERARCHY OF NEEDS PHYSICAL SAFETY SOCIAL ESTEEM FULFILLMENT

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

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

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

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

JOB BOSS before after Job enlargement Job enrichment Job Module Design

JOB BOSS before after Task Advancement

Alderfer’s ERG Theory ExistenceExistence Growth RelatednessRelatedness

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

Cognitive Evaluation Intrinsic Motivators Intrinsic Motivators Extrinsic Motivators Extrinsic Motivators

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

Reinforcement Theory Consequences Rewards No Rewards Punishment Behavior

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

©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.

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

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

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

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

Performance Dimensions OpportunityMotivation Ability Performance

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

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

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

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

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

Employee Recognition Programs Recognition & ReinforcementDefiningRecognition Recognition Plans in Practice

Employee Involvement Programs ParticipativeManagement QualityCircles RepresentativeParticipation Employee Stock Ownership

Variable Pay Plans Piece RateProfit Sharing Bonus PlansGainsharing

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

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

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