1. Developed by Stephen M.PetersHarcourt, Inc. items and derived items copyright © 2001 by Harcourt, Inc. hapter Motivation in Organizations Harcourt, Inc. items and derived items copyright © 2001 by Harcourt, Inc. All rights reserved. Requests for permission to make copies of any part of the work should be mailed to the following address: Permissions Department, Harcourt, Inc., 6277 Sea Harbor Drive, Orlando, Florida 32887-6777.

2. Developed by Stephen M.PetersHarcourt, Inc. items and derived items copyright © 2001 by Harcourt, Inc. Motivation *Refers to the forces either internal or external to a person that arouse enthusiasm and persistence to pursue a certain course of action.

3. Developed by Stephen M.PetersHarcourt, Inc. items and derived items copyright © 2001 by Harcourt, Inc. A Simple 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.

4. Developed by Stephen M.PetersHarcourt, Inc. items and derived items copyright © 2001 by Harcourt, Inc. Rewards are of Two Types  Intrinsic rewards--satisfactions a person receives in the process of performing a particular action.  Extrinsic rewards--given by another person. Ernst & Young

5. Developed by Stephen M.PetersHarcourt, Inc. items and derived items copyright © 2001 by Harcourt, Inc. 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

6. Developed by Stephen M.PetersHarcourt, Inc. items and derived items copyright © 2001 by Harcourt, Inc. Content Theories  Hierarchy of Needs Theory  ERG Theory  Two-Factor Theory  Acquired Needs Theory  Hierarchy of Needs Theory  ERG Theory  Two-Factor Theory  Acquired Needs Theory A group of theories that emphasize the needs that motivate people.

7. Developed by Stephen M.PetersHarcourt, Inc. items and derived items copyright © 2001 by Harcourt, Inc. Maslow’s Hierarchy of Needs Physiological Needs Safety Needs Belongingness Needs Esteem Needs Food, water, sex 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

8. Developed by Stephen M.PetersHarcourt, Inc. items and derived items copyright © 2001 by Harcourt, Inc. Maslow’s Hierarchy of Needs Theory Content Theory 1 of 4 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

9. Developed by Stephen M.PetersHarcourt, Inc. items and derived items copyright © 2001 by Harcourt, Inc. 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 ERG Theory Content Theory 2 of 4

10. Developed by Stephen M.PetersHarcourt, Inc. items and derived items copyright © 2001 by Harcourt, Inc. Herzberg’s Two-Factor Theory Content Theory 3 of 4 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 Outback Steakhouse

11. Developed by Stephen M.PetersHarcourt, Inc. items and derived items copyright © 2001 by Harcourt, Inc. Acquired Needs Theory Final Content Theory Need for Achievement desire to accomplish something difficult, master complex tasks, and surpass others Need for Affiliation desire to form close personal relationships, avoid conflict, and establish warm friendships Need for Power desire to influence or control others

12. Developed by Stephen M.PetersHarcourt, Inc. items and derived items copyright © 2001 by Harcourt, Inc. 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. 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. A group of theories that explain how employees select behaviors with which to meet their needs and determine whether their choices were successful.

13. Developed by Stephen M.PetersHarcourt, Inc. items and derived items copyright © 2001 by Harcourt, Inc. 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.

14. Developed by Stephen M.PetersHarcourt, Inc. items and derived items copyright © 2001 by Harcourt, Inc. Changing Behavior with Reinforcement

15. Developed by Stephen M.PetersHarcourt, Inc. items and derived items copyright © 2001 by Harcourt, Inc. Schedules of Reinforcement

16. Developed by Stephen M.PetersHarcourt, Inc. items and derived items copyright © 2001 by Harcourt, Inc. Types of Job Design (3) Job Simplification Worker AWorker BWorker C Job Enlargement Task 1 Task 2 Task 3 Worker A Job Rotation Task 1 Task 2 Task 3 Worker AWorker CWorker B Task 1 Task 2 Task 3

17. Developed by Stephen M.PetersHarcourt, Inc. items and derived items copyright © 2001 by Harcourt, Inc. The Job Characteristics Model

18. Developed by Stephen M.PetersHarcourt, Inc. items and derived items copyright © 2001 by Harcourt, Inc. Four Elements of Empowering Employees  Employees receive information about company performance.  Employees have knowledge and skills to contribute to company goals.  Employees have the power to make substantive decisions.  Employees are rewarded based on company performance.  Employees receive information about company performance.  Employees have knowledge and skills to contribute to company goals.  Employees have the power to make substantive decisions.  Employees are rewarded based on company performance.