chapter 4, stephen p. robbins and nancy langton, fundamentals of organizational behaviour, second...

Chapter 4, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.

Chapter 4Chapter 4

Motivating Motivating

Self and OthersSelf and Others

Chapter 4, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 4-2Copyright © 2007 Pearson Education Canada

Theories of Motivation

1. What is motivation?2. How do needs motivate people?3. Are there other ways to motivate people?4. Do equity and fairness matter?5. How can rewards and job design motivate

employees?6. What kinds of mistakes are made in reward

systems?


What is Motivation?

• Motivation– The processes that account for an

individual’s intensity, direction, and persistence of effort toward attaining a goal• Intensity:•Direction: •Persistence:


Theory X and Theory Y

• Theory X• Theory Y


Needs Theories of Needs Theories of MotivationMotivation

• Basic idea:– Individuals have needs that, when

unsatisfied, will result in motivation •Maslow’s Hierarchy of Needs•Alderfer’s ERG theory•McClelland’s Theory of Needs


Maslow’s Hierarchy Maslow’s Hierarchy of Needsof Needs

Physiological

Safety

Social

Esteem

Self-actualization


Maslow’s Hierarchy Maslow’s Hierarchy of Needsof Needs

• Physiological

• Safety

• Social

• Esteem

• Self-actualization


Self-Actualization

• Relaxed: • Confident: • Focused: • Effortless: • Automatic: • Fun: • In Control:


Alderfer’s ERG TheoryAlderfer’s ERG Theory

• Existence

• Relatedness

• Growth


McClelland’s Theory McClelland’s Theory of Needsof Needs

• Need for Achievement

• Need for Power

• Need for Affiliation


Summary: Hierarchy Summary: Hierarchy of Needsof Needs

• Maslow: Argues that lower-order needs must be satisfied before one progresses to higher-order needs.

• Alderfer: More than one need can be important at the same time. If a higher-order need is not being met, the desire to satisfy a lower-level need increases.

• McClelland: People vary in the types of needs they have. Their motivation and how well they perform in a work situation are related to whether they have a need for achievement, affiliation, or power.


Summary: Impact of Summary: Impact of TheoryTheory

• Maslow: Enjoys wide recognition among practising managers. Most managers are familiar with it.

• Alderfer: Seen as a more valid version of the need hierarchy. Tells us that achievers will be motivated by jobs that offer personal responsibility, feedback, and moderate risks.

• McClelland: Tells us that high need achievers do not necessarily make good managers, since high achievers are more interested in how they do personally.


Summary: Support Summary: Support and Criticism of and Criticism of

TheoryTheory• Maslow: Research does not generally validate

the theory. In particular, there is little support for the hierarchical nature of needs. Criticized for how data were collected and interpreted.

• Alderfer: Ignores situational variables.• McClelland: Mixed empirical support, but

theory is consistent with our knowledge of individual differences among people. Good empirical support, particularly on needs achievement.


Process Theories of Process Theories of MotivationMotivation

• Look at the actual process of motivation– Expectancy theory– Goal-setting theory


Expectancy TheoryExpectancy Theory

• The theory that individuals act depending on whether their effort will lead to good performance, whether good performance will be followed by a given outcome, and whether that outcome is attractive to them.


Expectancy Expectancy RelationshipsRelationships

• The theory focuses on three relationships:• Effort-performance relationship • Performance-reward relationship • Rewards-personal goals relationship


Exhibit 4-5 How Does Expectancy Theory

Work?

Expectancy

Effort Performance Link

E=0

No matter how much effort I put in, probably not possible

to memorize the text in 24 hours

Instrumentality

Performance Rewards Link

I=0

My professor does not looklike someone who has $1 million

Valence

Rewards Personal Goals Link

V=1

There are a lot of wonderful things I could do with $1 million

My professor offers me $1 million if I memorize the textbook by tomorrow morning.

Conclusion: Though I value the reward, I will not be motivated to do this task.


Exhibit 4-6 Steps to Increasing Motivation, Using

Expectancy TheoryImproving Expectancy

Improve the ability of theindividual to perform

• Make sure employees have skills for the task• Provide training• Assign reasonable tasks and goals

Improving Instrumentality Improving Valence

Increase the individual’s belief that performance will lead to reward

• Observe and recognize performance• Deliver rewards as promised• Indicate to employees how previous good performance led to greater rewards

Make sure that the reward ismeaningful to the individual

• Ask employees what rewards they value• Give rewards that are valued


Goal-Setting TheoryGoal-Setting Theory• The theory that specific and difficult goals lead to

higher performance.• Goals tell an employee what needs to be done and

how much effort will need to be expended.• Specific hard goals produce a higher level of output

than does the generalized goal of “do your best.”


Locke’s Model of Goal Setting

Regulating effort

Increasing persistence

Encouraging the developmentof strategies and action plans

Taskperformance

Directing attention

Goalsmotivate

by . . .

Source: Adapted from E. A. Locke and G. P. Latham, A Theory of Goal Setting and Task Performance (Englewood Cliffs, NJ: Prentice Hall, 1980). Reprinted by permission of Edwin A. Locke.


Goals Should Be SMARTGoals Should Be SMART

• For goals to be effective, they should be SMART:

• SpecificSpecific

• MeasurableMeasurable

• AttainableAttainable

• Results-orientedResults-oriented

• Time-boundTime-bound


Management by Objectives

• A program that encompasses– Specific goals– Participative decision-making– Explicit time period– Performance feedback


OverallOrganizational

Objectives

OverallOrganizational

Objectives

XYZ Company

Consumer ProductsDivision

Industrial ProductsDivision

Divisional Objectives

Divisional Objectives

Departmental Objectives

Departmental Objectives

Individual Objectives

Individual Objectives

Production

Sales

CustomerService

MarketingResearch

Develop

CascadingObjectives


MotivatorsMotivators

• Intrinsic– internal desire

• Extrinsic – comes from outside


Four Key Rewards to Increase Four Key Rewards to Increase Intrinsic MotivationIntrinsic Motivation

1.Sense of choice

2.Sense of competence

3.Sense of meaningfulness

4.Sense of progress

Managers can act in ways that will build these intrinsic rewards for their employees.


We hope for:

• Teamwork and collaboration

• Innovative thinking and risk taking

• Development of people skills

• Employee involvement and empowerment

• High achievement

• Long-term growth

• Commitment to total quality

• Candor

But we reward:

• The best individual team members

• Proven methods and no mistakes

• Technical achievements and accomplishments

• Tight control over operations, resources

• Another year’s efforts

• Quarterly earnings

• Shipment on schedule, even with defects

• Reporting good news

Management Reward Management Reward FolliesFollies


Beware the Signals That Are Sent By Rewards

• Often reward systems do not reflect organizational goals:– stuck in old patterns – the big picture.– short-term results.


Can We Just Eliminate Rewards?Can We Just Eliminate Rewards?

• Alfie Kohn suggests that organizations should focus less on rewards, more on creating motivating environments:– Abolish Incentives.

– Re-evaluate Evaluation.

– Create Conditions for Authentic Motivation.

– Encourage Collaboration.

– Enhance Content.

– Provide Choice.


Putting It All TogetherPutting It All Together

• What we know about motivating employees in organizations:– individual differences.

– different needs.

– Don’t treat them all alike.

– understand what’s important

– goals and feedback.

– participate in decisions

– rewards to performance.

– equity.


Summary and Implications

1. What is Motivation?– Motivation is the process that accounts for an

individual’s intensity, direction, and persistence of effort toward reaching the goal.

2. How do needs motivate people?– All needs theories of motivation propose a

similar idea: individuals have needs that, when unsatisfied, will result in motivation.


Summary and Implications3. Are there other ways to motivate people?

– Process theories focus on the broader picture of how someone can set about motivating another individual. Process theories include expectancy theory and goal- setting theory (and its application, management by objectives).

4. Do equity and fairness matter?– Individuals look for fairness in the reward system.

Rewards should be perceived by employees as related to the inputs they bring to the job.


Summary and Implications

5. How can rewards and job design motivate employees?– Recognition helps employees feel that they matter.

Employers can use variable-pay programs to reward performance. Employers can use job design to motivate employees. Jobs that have variety, autonomy, feedback, and similar complex task characteristics tend to be more motivating for employees.

6. What kinds of mistakes are made in reward systems?– Often reward systems do not reward the performance that is

expected. Also, reward systems sometimes do not recognize that rewards are culture-bound.

chapter 4, stephen p. robbins and nancy langton, fundamentals of organizational behaviour, second...

Documents

canadian edition

nancy langton

lowerorder needs

higherorder needs

hierarchy of needsmaslow

lowerlevel need increases

individuals intensity

persistence of effort