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Chapter 6 work motivation Michael A. Hitt C. Chet Miller
Adrienne Colella Pages
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? Knowledge Objectives Define work motivation and explain why it is important to organizational success. Discuss how managers can use Maslow’s need hierarchy and ERG theory to motivate associates. Describe how need for achievement, need for affiliation, and need for power relate to work motivation and performance. Explain how Herzberg’s two-factor theory of motivation has influenced current management practice. Discuss the application of expectancy theory to motivation. Understand equity theory and procedural justice, and discuss how fairness judgments influence work motivation. Explain how goal-setting theory can be used to motivate associates. Describe how jobs can be enriched and how job enrichment can enhance motivation. Based on all major theories of work motivation, describe specific actions that can be taken to increase and sustain employee motivation. See page 208.
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What is It? Forces within a person, resulting in effort toward goal achievement. See page 211.
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Theories of Motivation
Content Theories Process Theories Hierarchy of Needs ERG Achievement, Affiliation, and Power Two-Factor Expectancy Equity Goal-Setting See page
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Hierarchy of Needs (Maslow)
People are motivated by desire to satisfy specific needs. People must satisfy needs at lower levels before being motivated by higher level needs. Self-actualization Esteem Social Safety Physiological See pages
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ERG Theory (Alderfer) Existence Needs Relatedness Needs Growth Needs
See pages Satisfaction and Progression Frustration and Regression
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Maslow’s Need Hierarchy Social and Belongingness Needs
Comparison of Two Theories Maslow’s Need Hierarchy Physiological Needs Safety Needs Social and Belongingness Needs Esteem Needs Self- Actualization Existence Needs Relatedness Needs Growth Needs Alderfer’s ERG Theory See page 214. Adapted from Exhibit 6-1: Maslow’s Need Hierarchy and Alderfer’s ERG Theory Compared
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Achievement, Affiliation, and Power (McClelland)
Need for Achievement Perform well against a standard of excellence Need for Affiliation Be liked and on good terms with people Need for Power Desire to influence people and events See pages
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Two-Factor Theory (Herzberg)
Motivators – influence satisfaction Hygienes – influence dissatisfaction Job satisfaction and dissatisfaction are independent states that different factors affect. Achievement Recognition Responsibility Opportunity for advancement/promotion Challenging work Potential for personal growth Pay Technical supervision Working conditions Company policies and procedures Interpersonal relationships Status Security See pages
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Theories of Motivation
Content Theories Process Theories Hierarchy of Needs ERG Achievement, Affiliation, and Power Two-Factor Expectancy Equity Goal-Setting See pages
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Expectancy Theory (Vroom)
Probability that effort leads to performance Instrumentality Perceived connection between performance and an outcome Valence Value placed on the outcome Managers and associates consider three factors in deciding whether to exert effort. See pages
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Expectancy Theory MF = E x (I x V) MF = MF = Motivational Force
E = Expectancy I = Instrumentality V = Valence V1 I1 I2 I3 Outcome V2 Effort Performance See page 221. E Outcome MF = V3 Outcome Adapted from Exhibit 6-2: Expectancy Theory
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Equity Theory (Adams) Versus My Outcomes My Inputs Other’s Outcomes
Motivation is based on the assessment of one’s ratio of outcomes for inputs compared to others. My Outcomes My Inputs Other’s Outcomes Other’s Inputs See pages Versus
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Resolving Perceived Inequity
Increasing or decreasing inputs. Changing their outcomes. Distorting perceptions of _______ inputs and outcomes. their other’s Changing the referent other. Leaving the organization. See pages
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People React Differently to Inequity
Sensitives resolve whether favorable or unfavorable Benevolents tolerate unfavorable resolve favorable Entitleds resolve unfavorable tolerate favorable See page 223.
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Distributive Justice Degree to which people think outcomes are fair.
See page 223.
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Procedural Justice Procedural Justice Based on accurate information
Degree to which people think procedures used to determine outcomes are fair. Some rules: Based on accurate information Formal grievance procedures Procedures free from bias Ethical code Procedures applied consistently Treated with respect See pages Procedural Justice Voice in the decision process Given reasons for decisions
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Participation in Setting Goals
Goal-Setting Theory Goal Difficulty Goal Specificity Goal Commitment Participation in Setting Goals Feedback Challenging and specific goals increase performance through attention, effort, and persistence. Effectively Set Goals See page 224.
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Motivating Associates: Integration of Theory
X Goal Setting Equity Expectancy Herzberg McClelland Maslow ERG Clarify Goals Provide Feedback Redesign Jobs Tie to Performance Find Rewards Motivation Theories Motivation Practices See page 229. Adapted from Exhibit 6-4: Motivation Practices Resulting from Motivation Theories Motivation Practices
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Redesign Jobs Job Enlargement Job Enrichment
Adding tasks that are similar in complexity Job Enrichment See pages Increasing responsibility
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Motivating Associates
Find Meaningful Individual Rewards Tie Rewards to Performance Redesign Jobs Job enlargement Job enrichment Provide Feedback Clarify Expectations and Goals See page 238.
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Check out http://wileymanagementupdates.com/
Strategic lens Assume that you are managing a talented but unmotivated associate. Also assume that organizational resources needed for the job are generally sufficient. What factors would you consider first in attempting to motivate the associate? Why those factors? A number of theories of motivation suggest that different rewards might be important to different people. How difficult is it to reward people differently for performing the same or similar work? How will your individual motivation affect your career opportunities? See page 236. Check out for daily articles related to management in the news .
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