8e daft chapter 16

8/8/2019 8e Daft Chapter 16

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MotivationMotivation

CHAPTER 16CHAPTER 16


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Copyright 2008 by South-Western, a division of Thomson Learning. All rights reserved.2

Learning ObjectivesLearning Objectives

Define motivation and explain the difference

between current approaches and traditional

approaches to motivation.

Identify and describe content theories of

motivation based on employee needs.

Identify and explain process theories of

motivation.

Describe reinforcement theory and how it can

be used to motivate employees.


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Learning Objectives (contd.)Learning Objectives (contd.)

Discuss majorapproaches to job design and

how job design influences motivation.

Explain how empowerment heightens employeemotivation.

Describe ways that managers can create a

sense of meaning and importance for

employees at work.


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One secret for success inorganizations is motivatedand enthusiastic employees

The challenge is to keepemployee motivationconsistent with organizational

goals


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Arousal, direction, and persistence

of behavior

Employee motivation affects

productivity

Part ofa managers job is to channel

motivation toward the accomplishment

of organizational goals


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Two Types of RewardsTwo Types of Rewards

Intrinsic rewards--satisfactions a person

receives in the process of performing a

particularaction.

Extrinsic rewards--given by another

person.


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A Simple Model of MotivationA 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 wasappropriate and should be used again.

Exhibit 16.1


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Foundations of MotivationFoundations of Motivation

Traditional

Human Relations

Human Resources

Contemporary

systematic analysis of an employees 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


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Content Theories of MotivationContent Theories of Motivation

Hierarchy ofNeeds Theory

ERG

Theory Two-Factor Theory

Acquired Needs Theory

Emphasize the needs that motivate people


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Maslows Hierarchy of NeedsMaslows Hierarchy of Needs

Exhibit 16.2


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Maslows Hierarchy of NeedsMaslows Hierarchy of Needs

Once a need is satisfied, it declines in

importance and the next higher need is

activated There are opportunities for fulfillment off

the job and on the job in each of the five

levels of needs


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ERG TheoryERG 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 increasedcompetence


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Two Factor Motivation TheoryTwo Factor Motivation Theory

Area of Satisfaction

Area of Dissatisfaction

Motivators

influence

level of

satisfaction.

Hygiene factorsinfluence level of

dissatisfaction

Motivators

Hygiene

Factors

Achievement

Recognition

Responsibility

Work itself

Personal growth

Working conditions

Pay and security

Company policies

Supervisors

Interpersonal

relationships

Exhibit 16.4


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Acquired Needs TheoryAcquired Needs 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 Powerdesire to influence or control

others

David McClelland


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Process Theories of MotivationProcess Theories of Motivation

Equity Theory

focuses on individuals perceptions

of how fairly they are treatedcompared with others

motivated to seek social equity inthe rewards they expect for

performance


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Methods for ReducingPerceived Inequities

Methods for ReducingPerceived Inequities

Change inputs

Change outcomes

Distort perceptions Leave the job


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Process Theories of MotivationProcess Theories of Motivation

Expectancy Theory

motivation depends on individualsexpectations about theirability to

perform tasks and receive desiredrewards

concerned not with identifying types ofneeds but with the thinking process that

individuals use to achieve rewards based on the effort, performance, and

desirability of outcomes


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Goal Setting TheoryGoal Setting Theory

A motivation theory in which specific

challenging goals increase motivation

and performance when the goals areaccepted by subordinates and these

subordinates receive feedback to

indicate their progress toward goal

achievement.


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Reinforcement Perspectiveon Motivation

Reinforcement Perspectiveon Motivation

Reinforcement

Tools

Positive reinforcement in the

administration ofa pleasant and

rewarding consequence.

Avoidance learning is the removal ofan unpleasant consequence following

a desired behavior.

Punishment is the imposition of

unpleasant outcomes on an

employee.

Extinction is the withdrawal ofa

positive reward, behavior is no longer

reinforced and hence is less likely to

occur in the future.


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Schedules of ReinforcementSchedules of Reinforcement

Continuous Reinforcement

Partial Reinforcement

Fixed-Interval Schedule

Fixed-Ratio Schedule

Variable-Interval Schedule

Variable-Ratio Schedule


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Job Design for MotivationJob Design for Motivation

Job design = application of motivational

theories to the structure of work for

improving productivity and satisfaction

Job simplification = job design whose

purpose is to improve task efficiency by

reducing the number of tasks a single

person must do


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Job Rotation = job design that

systematically moves employees from

one job to another to provide them with

variety and stimulation

Job Enlargement = job design that

combines a series of tasks into one new,

broaderjob to give employees varietyand challenge


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Job Enrichment = job design that

incorporates achievement, recognition,

and other high-level motivators into the

work

Work redesign = altering ofjobs to

increase both the quality of employees

work experience and their productivity


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Job Characteristics ModelJob 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.

Exhibit 16.9


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Motivational Ideas for Turbulent TimesMotivational Ideas for Turbulent Times

Organizations are increasingly using

various types of incentive compensation

as a way to motivate employees tohigher levels of performance

Variable compensation and forms ofat

risk pay are key motivational tools


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Empowering Peopleto Meet Higher NeedsEmpowering People

to Meet Higher Needs

Information - Employees receive

information about company performance

Knowledge - Employees have knowledgeand skills to contribute to company goals

Power- Employees have the power to

make substantive decisions

Rewards - Employees are rewarded based

on the company performance

Four Empowering Elements


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A Continuum of EmpowermentA 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

Empowerment, Training

(February 1994), 39-44; andDavid P. McCaffrey, Sue R.

Faerman, and David W. Hart,

The Appeal and Difficulties

of Participative Systems,

Organization Science 6, no. 6

(November-December 1995),

603-627.

Exhibit 16.11


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Giving Meaning to WorkGiving Meaning to Work

To meet higher-level motivational needs

and help people get intrinsic rewards

from their work is to instill a sense ofimportance and meaningfulness

8e daft chapter 16

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