has 3260 motivation
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HAS 3260HAS 3260
MotivationMotivation
Dr. BurtonDr. Burton
Schermerhorn - Chapter 14 2
Chapter 14
Motivation and Rewards• Planning Ahead
– Why is motivation important?
– What are the different types of individual needs?
– What are the insights of process theories of motivation?
– What role does reinforcement play in motivation?
– What are the trends in motivation and compensation?
Motivational Process
EmployeeIdentifies Need
Employee searches forways to satisfy theseneeds.
Employee SelectsGoal-directedBehaviors
EmployeePerforms
Employee ReceivesEither Rewards orPunishments
Employee ReassessNeed Deficiencies
Schermerhorn - Chapter 14 4
Importance of Motivation
• Reward– work outcome of
positive value to the individual
– motivational work settings are rich in rewards for productive workers
Schermerhorn - Chapter 14 5
Importance of Motivation
• Motivation and Rewards– Extrinsic Rewards
• value outcomes given by someone to another
• examples include:bonuses
promotions
special assignments
awards
Schermerhorn - Chapter 14 6
Importance of Motivation
• Motivation and Rewards– Intrinsic Rewards
• self-administered
• occur as part of the job itself
• examples include:feelings of competency
personal development
self-control
Schermerhorn - Chapter 14 7
•Importance of Motivation
• Rewards and Performance– respect diversity– clearly understand what people want from work– allocate rewards to satisfy the interests of both
individuals and organization
Schermerhorn - Chapter 14 8
•Content Theories of Motivation
• Hierarchy of Needs Theory– lower order and higher order needs affect
behavior• deficit principle
– satisfied need is not a motivator of behavior
• progression principle– need at one level does not become activated until the next
lower need is satisfied
Maslow’s Needs Hierarchy
Self-Actualization
Esteem
Affiliation
Security
Physiological
Maslow
• Did not believe any given behavior is motivated by a single need.
• Described another set of needs, (COGNITIVE)– need to analyze– need to experiment– need to construct a personal theory
Schermerhorn - Chapter 14 11
•Content Theories of Motivation
• ERG Theory– Alderfer’s three needs
• existence - physiological and material well-being
• relatedness - satisfying interpersonal relationships
• growth - continued psychological growth and development
– any/all needs can influence behavior at one time
– frustration-regression principle• already satisfied need can influence behavior when a higher
need cannot be satisfied
ERG Model
Growth needs
Relatedness needs
Existence needs
Schermerhorn - Chapter 14 13
•Content Theories of Motivation
• Two-Factor Theory– Herzberg
• satisfier factors (job content)– things related to the nature of the job itself
– source of job satisfaction and motivation
• hygiene factors (job context)– things related more to the work setting
– source of job dissatisfaction
Results of Herzberg’s Original Study on Job Satisfaction
Factors That CausedJob Satisfaction
•Achievement•Recognition•The work itself•Responsibility•Advancement
FactorsThat CausedJob Dissatisfaction•Company Policy•Supervision•Relationship with supervisor•Working conditions•Salary
Ways to use motivators on the job• Delegate more authority to workers
• When you have an important project to complete or are facing difficult problems, call your workers in and get their ideas.
• Cross-train your employees so that they become more broadly experienced.
• Compliment and recognize employees for good work.
• Assign workers to special projects
• Ask the more experienced workers to assist in training new employees.
• Send employees to training courses for skill upgrading.
Schermerhorn - Chapter 14 16
Content Theories of Motivation
• Acquired Needs Theory– McClelland
• Need for Achievement (nAch)– desire to do something better, solve problems, master
complex tasks
• Need for Power (nPower)– desire to control, influence or be responsible for others
• Need for Affiliation (nAff)– desire to establish and maintain friendly relations with
others
Schermerhorn - Chapter 14 17
Content Theories of Motivation
• Acquired Needs Theory (con’t)– People develop these needs over time– Each need is associated with a distinct set of
work preferences• managers are encouraged to recognize the strength
of each need in themselves and others
• create work environments responsive to the strength of each need
Presidents’ needs for Power, Achievement, and Affiliation
NEEDS
President Power Achievement Affiliation
Clinton, B. Moderate High High
Bush, G. Moderate Moderate Low
Reagan, R. High Moderate Low
Kennedy, J. High Low High
Roosevelt,F. High Low Moderate
Lincoln, A. Moderate Low Moderate
Washington, G. Low Low Moderate
Schermerhorn - Chapter 14 19
Content Theories of Motivation
• Acquired Needs Theory (con’t)– Workers high in (nAch) prefer
• individual responsibility for results
• achievable but challenging goals
• feedback on performance
Schermerhorn - Chapter 14 20
Content Theories of Motivation
• Acquired Needs Theory (con’t)– Workers high in (nPower) prefer
• control over other people
• have an impact on people and events
• brings public recognition and attention
Schermerhorn - Chapter 14 21
Content Theories of Motivation
• Acquired Needs Theory (con’t)– Two types of power
• personal– manipulation for personal gratification
• social– directed towards group or organizational objectives
Schermerhorn - Chapter 14 22
Process Theories of Motivation
• Equity Theory– Adams
• perceived inequity is a motivating state
• people are motivated to restore equity– change
» work inputs
» rewards received
» comparison points
» situation
Schermerhorn - Chapter 14 23
Process Theories of Motivation
• Equity Theory (con’t)– Pay is common source of equity controversy
• gender equity– women earn an average of 75% of what men earn
• comparable worth– jobs of similar value based on required education,
training, skills should receive similar pay
Equity Model
I 1
O 1
I2
O 2
InputsAgeAttendanceInterpersonal skillsCommunication skillsJob effort (long hours)Past experiencePerformancePersonal appearanceSenioritySocial statusTechnical skillsTraining
OutcomesChallenging job assignmentsFringe benefitsJob perquisites (parking spaceor office location)Job securityMonotonyPromotionRecognitionResponsibilitySalarySeniority benefitsStatus symbolsWorking conditions
Schermerhorn - Chapter 14 25
Process Theories of Motivation
• Expectancy Theory– Vroom
• expectancy - working hard will result in desired level of performance
• instrumentality - successful performance will be followed by rewards
• valence - value of rewards and other work related outcomes
Schermerhorn - Chapter 14 26
Process Theories of Motivation
• Expectancy Theory (con’t)– Motivation (M), expectancy (E),
instrumentality (I) and valence (V) are related to another in a multiplicative fashion
M = E x I x V
– If either E, I or V is low, motivation will be low!
Expectancy TheoryWorker
Expectancies
Rewards
EffectivePerformance
A GoodEffort
“Basic Premise is that employees are rational people”
Five key variables of the expectancy model
• First level outcomes – results of doing the job itself, e.g. performance
• Second level outcomes– rewards + / - produced by 1st level outcomes
• Expectancy: Belief that a level of effort will be followed by a level of performance.
• Instrumentality: Relationship between 1st and 2d level outcomes.
• Valence: Preference for 2d level outcomes.
Schermerhorn - Chapter 14 29
Process Theories of Motivation
• Goal-Setting Theory– Locke
• task goals can be motivating if– properly set
– well managed
• goals clarify role expectations
Schermerhorn - Chapter 14 30
Process Theories of Motivation
• Goal-Setting Theory (con’t)– Management by Objectives (MBO)
• joint goal setting by managers and employees
• participation option– how to achieve goals instead of what the goals
are
Matching Content Models
Self-Actualization
Growth
Hygienes•job security•salary•working conditions
Esteem
Affiliation
Security
Physiological
Relatedness
Existence
Motivators•advancement•growth•achievement
Need forAchievement
Need for Power
Need for Affiliation
Needs Hierarchy ERG Theory
Motivator-Hygiene Model AchievementMotivation Model
Needs Models
Schermerhorn - Chapter 14 32
Reinforcement Theory of Motivation
• Reinforcement Strategies– Skinner
• Operant Conditioning– applying law of effect to control behavior by
manipulating its consequences
Schermerhorn - Chapter 14 33
Reinforcement Theory of Motivation
• Reinforcement Strategies– positive reinforcement
– negative reinforcement
– punishment
– extinction
Schermerhorn - Chapter 14 34
Reinforcement Theory of Motivation
• Positive Reinforcement– increase the frequency of desirable
behavior by making a pleasant consequence contingent on its occurrence
Schermerhorn - Chapter 14 35
Reinforcement Theory of Motivation
• Positive Reinforcement (con’t)– Successful implementations is based on
• law of contingent reinforcement– reward delivered only if desired behavior is
exhibited
• law of immediate reinforcement– more immediate the delivery of a reward, the
more reinforcement value it has
Schermerhorn - Chapter 14 36
Reinforcement Theory of Motivation
• Negative Reinforcement– increases the frequency of desirable behavior
by making the avoidance of unpleasant consequence
• example: nagging until a task is completed
Schermerhorn - Chapter 14 37
Reinforcement Theory of Motivation
• Punishment– eliminating undesired behavior by
administering an unpleasant consequence upon the occurrence of that behavior
• example: docking pay for being late
Schermerhorn - Chapter 14 38
Reinforcement Theory of Motivation
• Extinction– decreases the frequency of an undesirable
behavior by making the removal of a pleasant consequence contingent on its occurrence
• example: stop giving social approval when someone is disruptive
Schermerhorn - Chapter 14 39
Reinforcement Theory of Motivation
• Ethical Issues– Criticisms of reinforcement theory
• ignores individuality
• restricts freedom of choice
• ignores the possibility of other types of motivation
Schermerhorn - Chapter 14 40
Reinforcement Theory of Motivation
• Ethical Issues– Advocates state
• improved safety
• decreased absenteeism and tardiness
• increased productivity
• behavior control is necessary part of management
Schermerhorn - Chapter 14 41
Motivation and Compensation
• Pay for Performance– Merit pay
• awards pay increase in proportion to individual performance contributions
• consistent with equity, expectancy, reinforcement theories
Schermerhorn - Chapter 14 42
Motivation and Compensation
• Incentive Compensation Systems– Bonus pay
• lump-sum payments based on the accomplishment of specific performance targets
• one-time payment based on extraordinary contribution
Schermerhorn - Chapter 14 43
Motivation and Compensation
• Incentive Compensation Systems– Profit-sharing
• employees receive a proportion of net profits earned by the organization during a stated performance period
– Gain Sharing• groups of employees to share in any savings realized
through their efforts to reduce costs and increase productivity
Schermerhorn - Chapter 14 44
Motivation and Compensation
• Incentive Compensation Systems– Employee stock
ownership• employees own stock in
company that employ them
• often used as way to save jobs and prevent business closings
Schermerhorn - Chapter 14 45
Motivation and Compensation
• Incentive Compensation Systems– Stock options
• right to buy shares at a future date at a fixed price
– when price has risen one can exercise the option to buy the stock at a discount and realize financial gain
• most common at senior executive level
Schermerhorn - Chapter 14 46
Motivation and Compensation
• Incentive Compensation Systems– Pay for knowledge
• skills-based pay– pay based on number of job-relevant skills mastered
• entrepreneurial pay– workers put part of their compensation at risk in return for
opportunity to pursue ideas and participate in any resulting profits
Case Study 5: Lessons Where you Find ThemCase Study 5: Lessons Where you Find ThemPage 763 Page 763
• Fact 1: As each bird flaps its wings, it creates Fact 1: As each bird flaps its wings, it creates an uplift draft for the bird following, By flying an uplift draft for the bird following, By flying in a “V” formation, the whole flock adds a in a “V” formation, the whole flock adds a greater flying range than if one bird flew alone.greater flying range than if one bird flew alone.
• Lesson 1:Lesson 1: People who share a common direction People who share a common direction and sense of community can get where they’re and sense of community can get where they’re going quicker and more easily because they are going quicker and more easily because they are traveling on the strength of one another.traveling on the strength of one another.
• Fact 2: Whenever a goose falls out of formation, it suddenly feels the drag and resistance of trying to fly alone and quickly gets back into formation to take advantage of the lifting power of the bird immediately in front.
• Lesson 2: If we have as much sense as geese, we will stay in formation and be willing to accept help when we need it and give help when it is needed.
• Fact 3: When the lead goose gets tired, it rotates back into the formation, and another goose flies in the point position.
• Lesson 3: Geese instinctively share the task of leadership and do not resent the leader.
• Fact 4: The geese in formation honk from behind to encourage those up front to keep up their speed.
• Lesson 4: We need to make sure our honking from behind is encouraging and not something else.
• Fact 5: When a goose is sick, is wounded or is shot Fact 5: When a goose is sick, is wounded or is shot down, two geese drop out of formation and follow it down, two geese drop out of formation and follow it down to earth to help and protect it. They stay with down to earth to help and protect it. They stay with their disabled companion until it is able to fly again their disabled companion until it is able to fly again or dies. They then launch out on their own or with or dies. They then launch out on their own or with another formation and catch up with the flock.another formation and catch up with the flock.
• Lesson 5: Lesson 5: If we have as much sense as geese, we, too, If we have as much sense as geese, we, too, will stand by one another in difficult times and help will stand by one another in difficult times and help the one who has dropped out to regain his place in the the one who has dropped out to regain his place in the formation.formation.