Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. chp17 Motivation in Organizations Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Motivation Refers to the forces either within or external to a person that arouse enthusiasm and persistence to pursue a certain course of action.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Two Types of Rewards  Intrinsic rewards--satisfactions a person receives in the process of performing a particular action.  Extrinsic rewards--given by another person.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Model of Motivation NEED-Creates desire to fulfill needs (food, friendship, recognition, achievement). BEHAVIOR- Results in actions to fulfill needs. REWARDS-Satisfy needs; intrinsic or extrinsic rewards. FEEDBACK-Reward informs person whether behavior was appropriate and should be used again.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Foundations of Motivation Traditional Human Relations Human Resources Contemporary systematic analysis of an employee’s job economic rewards for high performance noneconomic rewards, such as congenial work groups workers studied as people and the concept of social man was born introduce the concept of the whole person employees are complex and motivated by many factors content theories stress the analysis of underlying human need process theories concern the thought processes that influence behavior reinforcement theories focus on employee learning of desired work behaviors

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Content Theories Emphasize the needs that motivate people  Hierarchy of Needs Theory  ERG Theory  Two-Factor Theory  Acquired Needs Theory

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Hierarchy of Needs Theory Physiological Needs most basic human physical needs Safety Needs safe and secure physical and emotional environment Belongingness Needs desire to be accepted by one’s peers Esteem Needs desire for a positive self-image and to receive attention Self-Actualization Needs represent the need for self-fulfillment Abraham Maslow is known for the theory that human beings are motivated by a hierarchy unsatisfied needs.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. ERG Theory Existence Needs the needs for physical well-being Relatedness Needs the need for satisfactory relationships with others Growth Needs human potential, personal growth, and increased competence

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Two Factor Theory Area of Satisfaction Area of Dissatisfaction Motivators influence level of satisfaction. Hygiene factors influence level of dissatisfaction. Motivators Hygiene Factors Achievement Recognition Responsibility Work itself Personal growth Working conditions Pay and security Company policies Supervisors Interpersonal relationships

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Acquired Needs Theory Need for Power desire to influence or control others Need for Affiliation desire to form close personal relationships, avoid conflict, and establish warm friendships Need for Achievement desire to accomplish something difficult, master complex tasks, and surpass others

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Process Theories Equity Theory  focuses on individuals’ perceptions of how fairly they are treated compared with others  motivated to seek social equity in the rewards they expect for performance Expectancy Theory  motivation depends on individuals’ expectations about their ability to perform tasks and receive desired rewards  concerned not with identifying types of needs but with the thinking process that individuals use to achieve rewards  based on the effort, performance, and desirability of outcomes

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Methods for Reducing Perceived Inequities Change inputs Change outcomes Distort perceptions Leave the job

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Reinforcement Perspective on Motivation Reinforcement Tools Positive reinforcement in the administration of a pleasant and rewarding consequence. Avoidance learning is the removal of an unpleasant consequence following a desired behavior. Punishment is the imposition of unpleasant outcomes on an employee. Extinction is the withdrawal of a positive reward, behavior is no longer reinforced and hence is less likely to occur in the future.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Schedules of Reinforcement Continuous Reinforcement Partial Reinforcement Fixed-Interval Schedule Fixed-Ratio Schedule Variable-Interval Schedule Variable-Ratio Schedule

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Job Characteristics Model Source: Adapted from J. Richard Hackman and G. R. Oldham, “Motivation through the Design of Work: Test of a Theory,” Organizational Behavior and Human Performance 16 (1976), 256.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Four Empowering Elements 1.Employees receive information about company performance 2.Employees have knowledge and skills to contribute to company goals 3.Employees have the power to make substantive decisions 4.Employees are rewarded based on the company performance

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Continuum of Empowerment Sources: Based on Robert C. Ford and Myron D. Fottler, “Empowerment: A Matter of Degree,” Academy of Management Executive 9, no. 3 (1995), 21-31; Lawrence Holpp, “Applied Emplowerment,” Training (February 1994), 39-44; and David P. McCaffrey, Sue R. Faerman, and David W. Hart, “”The Appeal and Difficulties of Participative Systems,” Organization Science 6, no. 6 (November-December 1995),