Chapter 16 Motivation
The Concept of Motivation Motivation - the arousal, direction, and persistence of behavior Forces either intrinsic or extrinsic to a person that arouse enthusiasm and persistence Employee motivation affects productivity A manager’s job is to channel motivation toward the accomplishment of goals Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.2
16.1 A Simple Model of Motivation Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.3
Content Perspectives on Motivation If managers understand employees’ needs, they can design appropriate reward systems Needs motivate people Needs translate into an internal drive that motivates behavior People have a variety of needs Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.4
16.2 Maslow’s Hierarchy of Needs Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.5
ERG Theory Existence needs - the needs for physical well-being Relatedness needs - the needs for satisfactory relationships with others Growth needs - the needs that focus on the development of human potential and the desire for personal growth frustration–regression principle: failure to meet a high-order need may cause a regression to an already satisfied lower-order need Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.6
16.4 Herzberg’s Two-Factor Theory Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.7
Acquired Needs Need for achievement Need for affiliation Need for power Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.8
Process Perspectives on Motivation How people select behavioral actions Goal Setting Theory Equity Theory Expectancy Theory Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.9
Goal Setting Theory Increase motivation by setting goals Key components of the theory: » Goal specificity » Goal difficulty » Goal acceptance » Feedback Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.10
Equity Theory Individual perceptions of fairness Perceived inequity can be reduced by: » Changing work effort » Changing outcomes » Changing perception » Leaving the job Inequity occurs when the input-to-outcome ratios are out of balance Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.11
Expectancy Theory Motivation depends on individuals’ expectations about their ability to perform tasks and receive desired rewards E – P: putting effort into a given task will lead to high performance P – O: successful performance of a task will lead to the desired outcome Valence – the value or attraction an individual has for an outcome Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.12
16.5 Major Elements of Expectancy Theory Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.13
Reinforcement Perspective on Motivation Behavior Modification Reinforcement theory techniques used to modify behavior Reinforcement An act that causes a behavior to be repeated or inhibited Law of Effect Positively reinforced behavior tends to be repeated and unreinforced behavior inhibited Positive Reinforcement Pleasant and rewarding consequences following a desired behavior Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.14
16.6 Changing Behavior with Reinforcement Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.15
Individual’s motivation can result from thoughts, beliefs, and observations – Vicarious learning – observational learning from seeing others’ behaviors and rewards – Self-reinforcement – motivating yourself by reaching goals and providing positive reinforcement for yourself – Self-efficacy – belief about your own ability to accomplish tasks Social Learning Theory Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.16
Job Design for Motivation Job Simplification Job Rotation Job Enlargement Job Enrichment Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.17
Innovative Ideas for Motivating Organizations are using various types of incentive compensation to motivate employees to higher levels of performance Variable compensation is a key motivational tool Incentive plans can backfire – They should be combined with motivational ideas and intrinsic rewards Incentives should reward the desired behavior Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.18
16.8 New Motivational Compensation Programs Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.19
Empowering People to Meet Higher Needs Employees receive information about company performance Employees have knowledge and skills to contribute to company goals Employees have the power to make substance decisions Employees are rewarded based on company performance Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.20
16.9 A Continuum of Empowerment Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.21
Giving Meaning to Work through Engagement Instill a sense of support and meaning Help employees obtain intrinsic reward Focus on learning, contribution, and growth Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.22