1. Basic Motivation Concepts Ch. 6

2. 6–6– Defining Motivation Key Elements 1.Intensity: how hard a person tries 2.Direction: toward beneficial goal 3.Persistence: how long a person tries Key Elements 1.Intensity: how hard a person tries 2.Direction: toward beneficial goal 3.Persistence: how long a person tries

3. 6–6– Hierarchy of Needs Theory

4. 6–6– Maslow’s Hierarchy of Needs E X H I B I T 6-1

5. 6–6– Theory X and Theory Y (Douglas McGregor)

6. 6–6– Two-Factor Theory (Frederick Herzberg)

7. 6–6– Comparison of Satisfiers and Dissatisfiers E X H I B I T 6-3 Factors characterizing events on the job that led to extreme job dissatisfaction Factors characterizing events on the job that led to extreme job satisfaction

8. 6–6– Contrasting Views of Satisfaction and Dissatisfaction E X H I B I T 6-4 PresenceAbsence

9. 6–6– ERG Theory (Clayton Alderfer) Core Needs Existence: provision of basic material requirements. Relatedness: desire for relationships. Growth: desire for personal development. Core Needs Existence: provision of basic material requirements. Relatedness: desire for relationships. Growth: desire for personal development. Concepts: More than one need can be operative at the same time. If a higher-level need cannot be fulfilled, the desire to satisfy a lower- level need increases. Concepts: More than one need can be operative at the same time. If a higher-level need cannot be fulfilled, the desire to satisfy a lower- level need increases.

10. 6–6– David McClelland’s Theory of Needs nAch nPow nAff

11. 6–6– Matching Achievers and Jobs E X H I B I T 6-5

12. 6–6– Cognitive Evaluation Theory

13. 6–6– Goal-Setting Theory (Edwin Locke)

14. 6–6– Reinforcement Theory Concepts: Behavior is environmentally caused. Behavior can be modified (reinforced) by providing (controlling) consequences. Reinforced behavior tends to be repeated. Concepts: Behavior is environmentally caused. Behavior can be modified (reinforced) by providing (controlling) consequences. Reinforced behavior tends to be repeated.

15. 6–6– Ken Thomas’s Model of Intrinsic Motivation  Employees are intrinsically motivated when rewards an employee gets from work result from: –Choice– the ability to freely self-select and perform task activities. –Competence– the sense of accomplishment from skillfully performing chosen tasks or activities. –Meaningfulness– pursuing a task that matters in the larger scheme of things. –Progress– the feeling of significant advancement in achieving the task’s purpose.

16. 6–6– Equity Theory Referent Comparisons: Self-inside Self-outside Other-inside Other-outside Referent Comparisons: Self-inside Self-outside Other-inside Other-outside

17. 6–6– Equity Theory (cont’d) E X H I B I T 6-7

18. 6–6– Equity Theory (cont’d) Choices for dealing with inequity: 1.Change inputs (slack off) 2.Change outcomes (increase output) 3.Distort/change perceptions of self 4.Distort/change perceptions of others 5.Choose a different referent person 6.Leave the field (quit the job) Choices for dealing with inequity: 1.Change inputs (slack off) 2.Change outcomes (increase output) 3.Distort/change perceptions of self 4.Distort/change perceptions of others 5.Choose a different referent person 6.Leave the field (quit the job)

19. 6–6– Equity Theory (cont’d) Propositions relating to inequitable pay: 1.Overrewarded employees produce more than equitably rewarded employees. 2.Overrewarded employees produce less, but do higher quality piece work. 3.Underrewarded hourly employees produce lower quality work. 4.Underrewarded employees produce larger quantities of lower-quality piece work than equitably rewarded employees Propositions relating to inequitable pay: 1.Overrewarded employees produce more than equitably rewarded employees. 2.Overrewarded employees produce less, but do higher quality piece work. 3.Underrewarded hourly employees produce lower quality work. 4.Underrewarded employees produce larger quantities of lower-quality piece work than equitably rewarded employees

20. 6–6– Equity Theory (cont’d)

21. 6–6– Expectancy Theory E X H I B I T 6-8

22. 6–6– Performance Dimensions E X H I B I T 6-9

23. 6–6– Integrating Contemporary Theories of Motivation E X H I B I T 6-10