chapter 13 copyright ©2007 by south-western, a division of thomson learning. all rights reserved 1...

Chapter 13Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 1

Motivation

InitiationInitiation PersistencePersistence

DirectionDirection


Basics of Motivation

Extrinsicand Intrinsic

Rewards

Extrinsicand Intrinsic

Rewards

MotivatingPeople

MotivatingPeople

Effortand

Performance

NeedSatisfaction

11


Effort and Performance

Job performance how well someone performs the job

Motivation effort put forth on the job

Ability capability to do the job

Situational Constraints external factors affecting performance

Job Performance = Motivation x Ability x Situational Constraints

1.11.1


Doing the Right Thing

Faking It, Not Making It

With technology, you may be tempted to look like you’re working hard when you aren’t

But, you’re usually leaving “tracks” and“footprints” along the way

Motivation is all about effort. Work hard foryour company, your customers, and yourself.

Faking It, Not Making It

With technology, you may be tempted to look like you’re working hard when you aren’t

But, you’re usually leaving “tracks” and“footprints” along the way

Motivation is all about effort. Work hard foryour company, your customers, and yourself.


Need Satisfaction

Needs physical or psychological requirements must be met to ensure survival and well being

Unmet needs motivate people

Three approaches: Maslow’s Hierarchy of Needs Alderfer’s ERG Theory McClelland’s Learned Needs Theory

1.21.2


Adding Needs Satisfaction to the Model

1.21.2


Maslow’s Hierarchy of Needs

EsteemEsteem

BelongingnessBelongingness

Safety Safety

PhysiologicalPhysiological

Self-ActualizationSelf-Actualization

1.21.2


Aldefer’s ERG Theory

RelatednessRelatedness

ExistenceExistence

GrowthGrowth

1.21.2


McClelland’s Learned Needs Theory

AchievementAchievement

AffiliationAffiliation

PowerPower

1.21.2


Needs Classification

McClelland’sLearned Needs

Alderfer’sERG

Maslow’sHierarchy

Higher-Order Needs

Lower-Order Needs

Self-ActualizationEsteemBelongingness

SafetyPhysiological

GrowthRelatedness

Existence

PowerAchievementAffiliation

Adapted From Exhibit 13.4

1.21.2


Extrinsic and Intrinsic Rewards

Extrinsic Rewards tangible and visible to

others given contingent on

performance

Intrinsic Rewards natural rewards associated with

performing the task for its own sake

1.31.3


Extrinsic Rewards

Extrinsic Rewards motivate people to:

Join the organizationRegularly attend their jobsPerform their jobs wellStay with the organization

1.31.3


Intrinsic Rewards

Intrinsic Rewards include:

Sense of accomplishment

Feeling of responsibility

Chance to learn something new

The fun that comes from performing an interesting, challenging, and engaging task

1.31.3


The Most Important Rewards

Good benefits

Health insurance

Job security

Vacation time

Interesting work

Learning new skills

Independent work situations

1.31.3

Extrinsic

Intrinsic


Adding Rewards to the Model

1.31.3


Motivating with the Basics

Ask people what their needs are

Satisfy lower-order needs first

Expect people’s needs to change

Satisfy higher order needs by looking for ways to allow employees to experience intrinsic rewards

1.41.4Adapted from Exhibit 13.6


Equity Theory

Componentsof

Equity Theory

Reaction toPerceivedInequity

MotivatingPeople UsingEquity Theory

22


Components of Equity Theory

Inputs employee contributions to the organization

Outcomes rewards employees receive from the

organization

Referents comparison others

Outcome/input (O/I) ratio

2.12.1

Outcomesself

Inputsself

Outcomesreferent

Inputsreferent

=


Inequity

When a person’s O/I ratio differs from their referent’s O/I ratio

Underreward referent’s O/I ratio is greater than yours experience anger or frustration

Overreward referent’s O/I ratio is less than yours experience guilt

2.12.1


How People React to Perceived Inequity

Reduce inputs Increase outcomes Rationalize inputs or outcomes Change the referent Leave

2.22.2


Adding Equity Theoryto Model

2.22.2


Motivating with Equity Theory

Look for and correct major inequities Reduce employees’ inputs Make sure decision-making processes are fair

distributive justice procedural justice



Expectancy Theory

Motivating withExpectancy

Theory

Motivating withExpectancy

Theory

Components ofExpectancy

Theory

33


Components of Expectancy Theory

ValenceValence

ExpectancyExpectancy

InstrumentalityInstrumentality

33


Adding Expectancy Theory to Model

33


Increasing Expectancy

One way to increase expectancy is to train employees.

3.13.1


Motivating with Expectancy Theory

Systematically gather information to find out what employees want from their jobs

Clearly link rewards to individual performance

Empower employees to make decisions which enhance expectancy perceptions



Reinforcement Theory

Componentsof

ReinforcementTheory

Componentsof

ReinforcementTheory

Schedules forDelivering

Reinforcement

Schedules forDelivering

Reinforcement

Motivating withReinforcement

Theory

Motivating withReinforcement

Theory

44



44


A theory that states that behavior is a function of its consequences, that behaviors followed by positive consequences will occur more frequently, and that behaviors followed by negative consequences, or not followed by positive consequences, will occur less frequently.


Reinforcement Contingencies

Positive reinforcement desirable consequence strengthens behavior

Negative reinforcement withholding unpleasant consequence

strengthens behavior

Punishment unpleasant consequence weakens behavior

Extinction no consequence weakens behavior

4.14.1


Adding Reinforcement Theory to Model

4.14.1


Continuous Reinforcement Schedules

4.24.2

Continuous Reinforcement Schedules

A schedule that requires a consequence to be administered following every instance of a behavior.


Intermittent Reinforcement Schedules


VariableVariable

Interval(Time)

Interval(Time)

Fixed

Ratio(Behavior)

Ratio(Behavior)

consequences followbehavior after a fixed time has elapsed

consequences followbehavior after a fixed time has elapsed

Consequences followbehavior after differenttimes that vary aroundan average time

Consequences followbehavior after differenttimes that vary aroundan average time

Consequences follow a specific number of behaviors

Consequences follow a specific number of behaviors

Consequences followa different number ofbehaviors that vary around an average number

Consequences followa different number ofbehaviors that vary around an average number


Motivating with Reinforcement Theory

Identify, measure, analyze, intervene, and evaluate

Don’t reinforce the wrong behavior

Correctly administer punishment at the appropriate time

Choose the simplest and most effective schedule of reinforcement



Goal-Setting Theory

55

Goal-Setting Theory relates to the basic model: desire to meet a goal prompts

effort.

PerformancePerformance

EffortEffortInitiationDirectionPersistence


Goal-Setting Theory

Goal Specificity the clarity of goals

Goal Difficulty how challenging goals are

Goal Acceptance how well goals are agreed to or understood

Performance Feedback information on goal progress

5.15.1


Adding Goal-Setting Theory to Model

5.15.1


Motivating with Goal-Setting Theory

Assign specific, challenging goals

Make sure workers truly accept organizational goals

Provide frequent, specific performance-related feedback

5.25.2


Motivating with the Integrated Model







Motivating with Reinforcement

Theory

Motivating with Reinforcement

Theory



66


Motivating with the Integrated Model

66

chapter 13 copyright ©2007 by south-western, a division of thomson learning. all rights reserved 1...

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needs satisfaction

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basics of motivation