what is motivation? motivation: is a set of forces that energize, direct, and sustain behavior can...
TRANSCRIPT
What Is Motivation?
Motivation:
• Is a set of forces that energize, direct, and sustain behavior
• Can come from:– Internal “push” forces or– External “pull” forces
Sources of Motivation (Ex. 10.1)
Needs For security For self-esteem For achievement For power
Attitudes About self About job About supervisor About organization
Goals Task completion Performance level Career advancement
Needs For security For self-esteem For achievement For power
Attitudes About self About job About supervisor About organization
Goals Task completion Performance level Career advancement
INTERNAL (PUSH FORCES)
INTERNAL (PUSH FORCES)
EXTERNAL(PULL FORCES)
EXTERNAL(PULL FORCES)
Characteristics of THE INDIVIDUAL
(examples)
Characteristics of THE INDIVIDUAL
(examples)
Characteristics ofTHE WORK SITUATION
(examples)
Characteristics ofTHE WORK SITUATION
(examples)
Feedback For security For self-esteem
Work load
Tasks Variety Scope
Discretion How job is performed
Feedback For security For self-esteem
Work load
Tasks Variety Scope
Discretion How job is performed
Immediate social environment Supervisor(s) Workgroup members Subordinates
Organizational actions Rewards and
compensation Availability of training Pressure for high levels
of output
Immediate social environment Supervisor(s) Workgroup members Subordinates
Organizational actions Rewards and
compensation Availability of training Pressure for high levels
of output
Characteristics of THE JOB
(examples)
Characteristics of THE JOB
(examples)
Motivation Theories
How different variables can combine to
influence the amount of effort put forth by
employees.
How different variables can combine to
influence the amount of effort put forth by
employees.
Equity TheoryExpectancy Theory
Social Cognitive TheoryGoal-Setting Theory
Equity TheoryExpectancy Theory
Social Cognitive TheoryGoal-Setting Theory
Personal needs that workers attempt to satisfy.
Features in the work environment that satisfy
a worker’s needs.
Personal needs that workers attempt to satisfy.
Features in the work environment that satisfy
a worker’s needs.
Maslow’s Need HierarchyMcClelland’s Acquired
Need TheoryHerzberg’s Two-Factor Theory
Maslow’s Need HierarchyMcClelland’s Acquired
Need TheoryHerzberg’s Two-Factor Theory
FocusFocus
TheoriesTheories
Content TheoriesContent Theories Process TheoriesProcess Theories
Content Theories of Motivation
Personal needs that workers attempt to satisfy.
Features in the work environment that satisfy
a worker’s needs.
Personal needs that workers attempt to satisfy.
Features in the work environment that satisfy
a worker’s needs.
Maslow’s Need HierarchyMcClelland’s Acquired
Need Theory
Herzberg’s Two-Factor Theory
Maslow’s Need HierarchyMcClelland’s Acquired
Need Theory
Herzberg’s Two-Factor Theory
FocusFocus
TheoriesTheories
Content TheoriesContent Theories
Theories Focusing onINTERNAL Factors
Theories Focusing onINTERNAL Factors
Theory Focusing onEXTERNAL FactorsTheory Focusing onEXTERNAL Factors
Maslow’s Need Hierarchy Theory
Self-Actualization
Esteem
Belongingness
Safety
Physiological
• Humans have five needs arranged in hierarchy of strength and influence
Individuals:• Satisfy most basic
(prepotent) needs first• Move to the next level of
needs after preceding needs is satisfied
Alderfer’s ERG Theory
• ERG = existence, relatedness, growth
• Different levels of needs can be active at the same time
• People can move back to a lower level need even after a high level need has been met
Growth
Relatedness
Existence
Maslow’s and Alderfer’s Needs Theories
Highest-order needs
Most essential (prepotent) needs
Maslow’s Need Hierarchy Categories
Alderfer’s Needs Hierarchy Categories
Self-actualization
Esteem
Belongingness
Safety
Physiological
Growth
Relatedness
Existence
Acquired Needs Theory
• Individuals have three “learned” needs: Power, affiliation, achievement
• People with need for achievement:– Work on tasks of moderate difficulty– Take moderate risks– Take personal responsibility for one’s own
actions– Receive specific and concrete feedback on
one’s own performance
Two-Factor Theory
Recognition
Achievement Growth
ResponsibilityNature of the work
Motivators: Factors directly related to doing
a job
Hygiene Factors: Elements associated with conditions
surrounding the job
Job
Relations with co-workers
Working conditions
BenefitsCompensation
Supervision
Effects of Hygiene Factors and Motivators
Hygiene-FactorsExtrinsic factors
related to conditions surrounding
the job
Hygiene-FactorsExtrinsic factors
related to conditions surrounding
the job
MotivatorsIntrinsic factors related to the doing of the
job itself
MotivatorsIntrinsic factors related to the doing of the
job itself
Neither satisfied nor dissatisfied Neither satisfied nor dissatisfied
From the state of being neither satisfied nor dissatisfied, motivators can impel an employee’s motivation and performance to higher levels
Hygiene factors must be satisfied first, leading to a state of being neither satisfied nor dissatisfied
Job Characteristics Model
Core JobCharacteristics
• Skill variety• Task identity• Task significance• Feedback• Autonomy
Core JobCharacteristics
• Skill variety• Task identity• Task significance• Feedback• Autonomy
Critical Psychological States
• Experienced meaningfulness of the work• Experienced responsibility for outcomes of the work• Knowledge of the actual results of the work activities
Critical Psychological States
• Experienced meaningfulness of the work• Experienced responsibility for outcomes of the work• Knowledge of the actual results of the work activities
Outcomes
High:• Internal work motivation• “Growth” satisfaction• Work effectiveness• General job satisfaction
Outcomes
High:• Internal work motivation• “Growth” satisfaction• Work effectiveness• General job satisfaction
Process Theories of Motivation
How different variables can combine to
influence the amount of effort put forth by
employees.
How different variables can combine to
influence the amount of effort put forth by
employees.
Equity TheoryExpectancy Theory
Social Cognitive TheoryGoal-Setting Theory
Equity TheoryExpectancy Theory
Social Cognitive TheoryGoal-Setting Theory
FocusFocus
TheoriesTheories
Process TheoriesProcess Theories
Equity Theory
Focuses on individuals’ comparisons of their own circumstances to those of others
• Inputs (age, experience, education, etc.)• Outcomes (salary, benefits, titles, perks,
etc.)• Ratios of an individual’s input/outcome
versus that ratio of another person or people
Equity Theory
Adapted from Exhibit 10.8
IF: IS: THEN: AND I AM MOTIVATED TO:
The ratio of my outcomes to my inputs
Equal to the ratio of the other’s outcomes to inputs
I am satisfied
Do nothing.
The ratio of my outcomes to my inputs
Less then (<) the ratio of the other’s outcomes to inputs
I feel dissatisfied
Choose between:• Increasing my own outcomes• Decreasing my own inputs• Reevaluating the other’s inputs• Changing the referent• Leaving the situation
Expectancy Theory
• Focuses on thought processes people use when faced with choosing among alternatives
• Three variables affect motivation:– Effort-to-performance (E P): probability that certain
effort leads to certain performance– Performance-to-outcome (P O): probability that
certain performance leads to certain outcome– Valence (V): anticipated value that a person attaches
to the outcome
Effort = (E P) x (P O) x V
E P(I believe high effort will lead to good performance)
E P(I believe high effort will lead to good performance)
P O(I believe high performance will lead to recognition from my supervisor)
P O(I believe high performance will lead to recognition from my supervisor)
Components of Expectancy Theory
EffortEffort PerformancePerformanceOutcome
(V: I do or do not value recognition from my supervisor)
Outcome(V: I do or do not value recognition from my supervisor)
E = effort P = performanceO = outcome V = valence
Social Cognitive Theory
Self-efficacy: • A person’s confidence that he or she can
accomplish a given task in a specific situation
• Three dimensions:– Magnitude, strength, and generality
• High self-efficacy beliefs are associated with better work-related performance
Self-efficacySelf-efficacySelf-efficacy
Social Cognitive Theory: Methods to Increase Self-efficacy
VicariousLearningVicariousLearning
Physiological orPsychological
Arousal
Physiological orPsychological
Arousal
VerbalPersuasion
VerbalPersuasion
EnactiveMasteryEnactiveMastery
Self-efficacySelf-efficacy
Adapted from Exhibit 10.10
Goal-Setting Theory
• Human action is directed by conscious goals and intentions
• Two basic premises:– More challenging (higher or harder) goals, if
accepted, result in higher levels of effort than easier goals
– Specific goals result in higher levels of effort than vague goals
The Role of Reinforcements and Consequences
Motivation TechniqueMotivation Technique
To encourage good behavior or performance
To encourage good behavior or performance
To discourage poor behavior or performance
To discourage poor behavior or performance
PositiveReinforcement
PositiveReinforcement
NegativeReinforcement
NegativeReinforcement PunishmentPunishment ExtinctionExtinction
Reinforcements and Consequences
• Desirable consequences that increase the likelihood of behavior being repeated in the future
• Rewards given should be:– Equitable– Efficient– Available– Not exclusive– Visible– Reversible
PositiveReinforcement
PositiveReinforcement
Example:• Salesperson
performs well gets an extra bonus for the year
Example:• Salesperson
performs well gets an extra bonus for the year
Reinforcements and Consequences
• Removal of undesirable consequences that increase the likelihood of behavior being repeated in the future
NegativeReinforcement
NegativeReinforcement
Example:• Salesperson
who performs well is removed from territory that has difficult customers
Example:• Salesperson
who performs well is removed from territory that has difficult customers
Reinforcements and Consequences
• Unwanted consequences following undesirable behavior to decrease the likelihood that it will be repeated
PunishmentPunishment
Example:• Salesperson
who performs poorly is fired or demoted
Example:• Salesperson
who performs poorly is fired or demoted
Reinforcements and Consequences
• The absence of positive consequences for behavior, lessening the likelihood of that behavior in the future
ExtinctionExtinction
Example:• Salesperson tells
a tasteless joke and is ignored in the hopes of discouraging such joking
Example:• Salesperson tells
a tasteless joke and is ignored in the hopes of discouraging such joking
Social Influences on Motivation
Organization’sCulture
Organization’sCulture
SupervisorsAnd
Subordinates
SupervisorsAnd
Subordinates
ImmediateWorkGroup
ImmediateWorkGroup
MotivationMotivation
Influence of Values and Attitudes Toward Work
• Values– Affect what kinds of behaviors individuals will
find rewarding and satisfying
• Attitudes toward work– Work centrality
• Degree of general importance that working has in the life of an individual
• Differs between cultures