Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Motivation at Work Chapter 5 Organizational Behavior: Foundations, Realities, & Challenges Nelson & Quick, 5 th edition

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Definition of Motivation Motivation –

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved 3 Groups of Motivational Theories –Suggest that variables within the individual give rise to motivation and behavior –Example: Maslow’s hierarchy of needs theory –Emphasize the nature of the interaction between the individual and the environment –Example: Expectancy theory –Focus on environmental elements to explain behavior –Example: Two-factor theory

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Early Philosophers of Motivational Theories Max Weber – Sigmund Freud –

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Early Philosophers of Motivational Theories Adam Smith – Frederick Taylor –

Maslow’s Hierarchy of Needs Physiological Safety and Security Love (Social) Esteem SA Lowest to highest order Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Motivational Theories X and Y Theory X Theory Y

Theories Applied to Needs Hierarchy Physiological Safety and Security Love (Social) Esteem SA a set of assumptions of how to manage individuals motivated by higher order needs a set of assumptions of how to manage individuals motivated by lower order needs Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved McGregor’s Assumptions About People Based on Theory X Naturally _____________ Lack ___________, dislike responsibility, and prefer to be ___ Inherently ___________ and _________ to organizational needs Naturally __________ to change ________, not bright, ready dupes Adapted from Table 5.1 which is from “The Human Side of Enterprise” by Douglas M. McGregor, reprinted from Management Review, November Copyright 1957 American Management Association International. Reprinted by permission of American Management Association International, New York, NY. All rights reserved.

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved McGregor’s Assumptions About People Based on Theory Y ___________ and ___________ behaviors not inherent; result of _______________ experience People possess –________________________ –_________ for assuming responsibility, –__________ to direct behavior toward organizational goals Adapted from Table 5.1 which is from “The Human Side of Enterprise” by Douglas M. McGregor, reprinted from Management Review, November Copyright 1957 American Management Association International. Reprinted by permission of American Management Association International, New York, NY. All rights reserved.

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved McGregor’s Assumptions About People Based on Theory Y arrange conditions and operational methods so people can achieve their own goals by directing efforts to organizational goals Adapted from Table 5.1 which is from “The Human Side of Enterprise” by Douglas M. McGregor, reprinted from Management Review, November Copyright 1957 American Management Association International. Reprinted by permission of American Management Association International, New York, NY. All rights reserved. Organization Goals Individual Goals

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Alderfer’s ERG Theory Physiological Safety and Security Love (Social) Esteem SA

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved McClelland’s Need Theory: a manifest (easily perceived) need that concerns individuals’ issues of excellence, competition, challenging goals, persistence, and overcoming difficulties

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved McClelland’s Need Theory: a manifest (easily perceived) need that concerns an individual’s need to make an impact on others, influence others, change people or events, and make a difference in life

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved McClelland’s Need Theory: a manifest (easily perceived) need that concerns an individual’s need to establish and maintain warm, close, intimate relationships with other people

Self-actualization 3 Motivational Need Theories MaslowAlderferMcClelland Higher Order Needs Lower Order Needs Esteem self interpersonal Safety and Security interpersonal physical Need for Achievement Need for Power Relatedness Need for Affiliation Existence Growth Belongingness (social and love) Physiological McGregor Theory Y Theory X Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Herzberg’s Two-Factor Theory Hygiene Factor – –

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Herzberg’s Two-Factor Theory Motivation Factor – –

Motivation–Hygiene Theory of Motivation Company policy and administration Supervision Interpersonal relations Working conditions Salary Status Security SOURCE: Adapted from Frederick Herzberg, The Managerial Choice: To be Efficient or to Be Human. (Salt Lake City: Olympus, 1982). Reprinted by permission. Achievement Achievement recognition Work itself Responsibility Advancement Growth Salary? Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Motivation–Hygiene Combinations (Motivation = M, Hygiene = H)

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Questions on Herzberg’s Theory Is salary a hygiene or a motivational factor? What role do individual differences (age, sex, social status, education) play? What role do intrinsic job factors (work flow process) play?

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved New Ideas in Human Motivation: Eustress, Strength, Hope Eustress – __________

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved New Ideas in Human Motivation: Positive Energy and Full Engagement Management of Energy ______________ ______________________ _______________

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Social Exchange and Equity Theory Equity theory focuses on individual– environment interaction Concerned with social processes Etzioni—calculated working relationships –Both parties have demands –Both parties make contributions –Expect fair, equitable, ethical treatment

Organizational goals Departmental objectives Job tasks Physiological needs Security needs Physical needs Company status Benefits Income Developmental potential Employee knowledge Employee skills and abilities Individual—Organizational Exchange Relationship IndividualOrganization Demands Contributions SOURCE: J. P. Campbell, M. D. Dunnette, E. E. Lawler, III. And K. E. Weick, Jr. Managerial Behavior. Performance and Effectiveness (New York: McGraw-Hill, Inc., Reproduced with permission from McGraw-Hill, Inc. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Adam’s Theory of Inequity Inequity –

EquityOutcomesOutcomes Inputs NegativeOutcomes <Outcomes Inequity InputsInputs PositiveOutcomes >Outcomes Inequity InputsInputs Person Comparison other Equity and Inequity at Work Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Strategies for Resolution of Inequity

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved New Perspectives on Equity Theory I prefer an equity ratio equal to that of my comparison other

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved New Perspectives on Equity Theory I am comfortable with an equity ratio less than that of my comparison other

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved New Perspectives on Equity Theory I am comfortable with an equity ratio greater than that of my comparison other

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Expectancy Theory of Motivation: Key Constructs Valence – Expectancy – Instrumentality –

Expectancy Model of Motivation “What are my chances of getting the job done if I put forth the necessary effort?” “What are my chances of getting the rewards I value if I satisfactorily complete the job?” “What rewards do I value?” Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved 3 Causes of Motivational Problems

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Moral Maturity Moral Maturity – Morally _________ people behave and act based on universal ethical principles. Morally _________ people behave and act based on egocentric motivations.

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Cultural Differences U.S. Results Other Cultural Results =

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Ways to Motivate People