1. Understanding Management First Canadian Edition Slides prepared by Janice Edwards College of the Rockies Copyright © 2009 Nelson Education Ltd.

2. Motivation in Organizations Chapter 12 12-2 Copyright (c) 2009 Nelson Education Ltd.

3. Learning Objectives 1. Define motivation and explain the difference between current approaches and traditional approaches to motivation. 2. Identify and describe content theories of motivation based on employee needs. 3. Identify and explain process theories of motivation. 4. Describe reinforcement theory and how it can be used to motivate employees. Copyright (c) 2009 Nelson Education Ltd. 12-3

4. Learning Objectives (Cont’d) 5. Discuss major approaches to job design and how job design influences motivation. 6. Explain how empowerment heightens employee motivation. 7. Describe ways that managers can create a sense of meaning and importance for employees at work. Copyright (c) 2009 Nelson Education Ltd. 12-4

5. Motivation Copyright (c) 2009 Nelson Education Ltd. 12-5 Internal or external forces in a person that arouse enthusiasm and persistence to pursue a certain course of action. Intrinsic Rewards: The satisfaction received in the process of performing an action. Extrinsic Rewards: A reward given by another person.

6. Ex. 12.1 A Simple Model of Motivation Copyright (c) 2009 Nelson Education Ltd. 12-6 NEED-Creates desire to fulfill needs (food, friendship, recognition, achievement). BEHAVIOUR- Results in actions to fulfill needs. REWARDS-Satisfy needs; intrinsic or extrinsic rewards. FEEDBACK - Reward informs person whether behaviour was appropriate and should be used again.

7. Perspectives on Motivation Copyright (c) 2009 Nelson Education Ltd. 12-7 Traditional Approach Human Relations Approach Human Resource Approach Contemporary Approach

8. Copyright (c) 2009 Nelson Education Ltd. 12-8 Content Theories: a group of theories that emphasize the needs that motivate people. Hierarchy of Needs Theory ERG Theory Two-Factor Theory Acquired Needs Theory

9. Ex. 12.2 Maslow’s Hierarchy of Needs Copyright (c) 2009 Nelson Education Ltd. 12-9 Physiological Needs Safety Needs Belongingness Needs Esteem Needs Food, water, shelter Heat, air, base salary Safe work,fringe benefits, job security Recognition, high status, increased responsibilities Work groups, clients,coworkers, supervisors Opportunities for training, advancement, growth, and creativity Freedom from war, pollution, violence Family, friends, community groups Approval of family, friends, community Education, religion,hobbies personal growth Self-Actualization Needs Fulfillment off the JobFulfillment on the JobNeed Hierarchy

10. ERG Theory Copyright (c) 2009 Nelson Education Ltd. 12-10 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

11. Ex. 12.4 Herzberg’s Two-Factor Theory Copyright (c) 2009 Nelson Education Ltd. 12-11 Area of Satisfaction Area of Dissatisfaction Motivators influence level of satisfaction. Hygiene Factors influence level of dissatisfaction. Motivators Hygiene Factors Achievement Recognition Responsibility Work Personal growth Working conditions Pay and security Company policies Supervisors Interpersonal relationships Highly Dissatisfied Neither Satisfied nor Dissatisfied Highly Satisfied Area of Satisfaction

12. Process Theories Copyright (c) 2009 Nelson Education Ltd. 12-12 A group of theories that explain how employees select behaviours with which to meet their needs and determine whether their choices were successful.

13. Process Theories (Cont’d) 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. Copyright (c) 2009 Nelson Education Ltd. 12-13

14. Equity Copyright (c) 2009 Nelson Education Ltd. 12-14 Equity is when the ratio of one person’s outcomes to inputs equals that of another’s. Most common methods for reducing perceived inequities: Change inputs Change outcomes Distort perceptions Leave the job

15. Process Theories (Cont’d) Copyright (c) 2009 Nelson Education Ltd. 12-15 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.

16. Ex. 12.5 Major Elements of Expectancy Theory Copyright (c) 2009 Nelson Education Ltd. 12-16

17. Reinforcement Perspective on Motivation Copyright (c) 2009 Nelson Education Ltd. 12-17 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 behaviour. Punishment is the imposition of unpleasant outcomes on an employee. Extinction is the withdrawal of a positive reward; behaviour is no longer reinforced and hence is less likely to occur in the future.

18. Ex. 12.6 Changing Behaviour with Reinforcement Copyright (c) 2009 Nelson Education Ltd. 12-18

19. Ex. 12.7 Schedules of Reinforcement Copyright (c) 2009 Nelson Education Ltd. 12-19

20. Types of Job Design Copyright (c) 2009 Nelson Education Ltd. 12-20 Job Simplification Job Rotation Job Enlargement Job Enrichment

21. Figure 12.11 A Continuum of Empowerment Copyright (c) 2009 Nelson Education Ltd. 12-21