Chapter SIX Motivation Concepts 2007 Prentice Hall Inc

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Chapter SIX Motivation Concepts © 2007 Prentice Hall Inc. All rights reserved.

Chapter SIX Motivation Concepts © 2007 Prentice Hall Inc. All rights reserved.

What Is Motivation? Direction Intensity Persistence

What Is Motivation? Direction Intensity Persistence

What Is Motivation? Motivation The processes that account for an individual’s intensity, direction, and

What Is Motivation? Motivation The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal Key Elements 1. Intensity: How hard a person tries 2. Direction: Toward beneficial goal 3. Persistence: How long a person tries © 2007 Prentice Hall Inc. All rights reserved.

Hierarchy of Needs Theory (Maslow) Hierarchy of Needs Theory There is a hierarchy of

Hierarchy of Needs Theory (Maslow) Hierarchy of Needs Theory There is a hierarchy of five needs: physiological, safety, social, esteem, and self-actualization; as each need is substantially satisfied, the next need becomes dominant. Self-Actualization The drive to become what one is capable of becoming © 2007 Prentice Hall Inc. All rights reserved.

Maslow’s Hierarchy of Needs Lower-Order Needs Higher-Order Needs that are satisfied externally; physiological and

Maslow’s Hierarchy of Needs Lower-Order Needs Higher-Order Needs that are satisfied externally; physiological and safety needs Self Esteem Needs that are satisfied internally; social, esteem, and self-actualization needs Social Safety Physiological E X H I B I T 6– 1 © 2007 Prentice Hall Inc. All rights reserved.

Assumptions of Maslow’s Hierarchy Movement Up the Pyramid Individuals cannot move to the next

Assumptions of Maslow’s Hierarchy Movement Up the Pyramid Individuals cannot move to the next higher level until all needs at the current (lower) level are satisfied. Individuals therefore must move up the hierarchy in order. Maslow Application A homeless person will not be motivated to meditate! © 2007 Prentice Hall Inc. All rights reserved.

Having Little Ambition Theory X Managers See Workers as… Disliking Work Avoiding Responsibility Self-Directed

Having Little Ambition Theory X Managers See Workers as… Disliking Work Avoiding Responsibility Self-Directed Theory Y Enjoying Work Managers See Workers as… Accepting Responsibility

Herzberg’s Two-Factor Theory Bottom Line: Satisfaction and dissatisfaction are not opposites of the same

Herzberg’s Two-Factor Theory Bottom Line: Satisfaction and dissatisfaction are not opposites of the same thing! Hygiene Factors • Salary • Work Conditions Separate Constructs – Hygiene Factors— Extrinsic and Related to Dissatisfaction • Company Policies © 2007 Prentice Hall Inc. All rights reserved. – Motivation Factors— Intrinsic and Related to Satisfaction Motivators • Achievement • Responsibility • Growth

Comparison of Satisfiers and Dissatisfiers Factors characterizing events on the job that led to

Comparison of Satisfiers and Dissatisfiers Factors characterizing events on the job that led to extreme job dissatisfaction Source: Reprinted by permission of Harvard Business Review. An exhibit from One More Time: How Do You Motivate Employees? by Frederick Herzberg, September–October 1987. Copyright © 1987 by the President and Fellows of Harvard College: All rights reserved. © 2007 Prentice Hall Inc. All rights reserved. Factors characterizing events on the job that led to extreme job satisfaction E X H I B I T 6– 2

Contrasting Views of Satisfaction and Dissatisfaction E X H I B I T 6–

Contrasting Views of Satisfaction and Dissatisfaction E X H I B I T 6– 3 © 2007 Prentice Hall Inc. All rights reserved.

David Mc. Clelland’s Theory of Needs Need for Achievement Need for Affiliation The drive

David Mc. Clelland’s Theory of Needs Need for Achievement Need for Affiliation The drive to excel, to achieve in relation to a set of standards, to strive to succeed The desire for friendly and close personal relationships Need for Power The need to make others behave in a way that they would not have behaved otherwise © 2007 Prentice Hall Inc. All rights reserved. Bottom Line Individuals have different levels of needs in each of these areas, and those levels will drive their behavior.

Matching High Achievers and Jobs E X H I B I T 6– 4

Matching High Achievers and Jobs E X H I B I T 6– 4 © 2007 Prentice Hall Inc. All rights reserved.

Cognitive Evaluation Theory Providing an extrinsic reward for behavior that had been previously only

Cognitive Evaluation Theory Providing an extrinsic reward for behavior that had been previously only intrinsically rewarding tends to decrease the overall level of motivation The theory may be relevant only to jobs that are neither extremely Hint: For this theory, dull nor extremely interesting. think about how fun it is to read in the summer, but once reading is assigned to you for a grade, you don’t want to do it! © 2007 Prentice Hall Inc. All rights reserved.

What Would Herzberg Say? What Would Maslow Say? E X H I B I

What Would Herzberg Say? What Would Maslow Say? E X H I B I T 6– 5 © 2007 Prentice Hall Inc. All rights reserved.

Goal-Setting Theory (Edwin Locke) Basic Premise: That specific and difficult goals, with self -generated

Goal-Setting Theory (Edwin Locke) Basic Premise: That specific and difficult goals, with self -generated feedback, lead to higher performance. But, the relationship between goals and performance will depend on: • Goal commitment –“I want to do it & I can do it” • Task characteristics (simple, well-learned) • National culture © 2007 Prentice Hall Inc. All rights reserved.

Goal Setting in Action: MBO Programs Management By Objectives Programs • Company wide goals

Goal Setting in Action: MBO Programs Management By Objectives Programs • Company wide goals and objectives • Goals aligned at all levels • Based on Goal Setting Theory © 2007 Prentice Hall Inc. All rights reserved.

What Is MBO? Management by Objectives (MBO) A program that encompasses specific goals, participatively

What Is MBO? Management by Objectives (MBO) A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress Key Elements 1. Goal specificity 2. Participative decision making 3. An explicit time period 4. Performance feedback © 2007 Prentice Hall Inc. All rights reserved.

Cascading of Objectives E X H I B I T 6– 1 © 2007

Cascading of Objectives E X H I B I T 6– 1 © 2007 Prentice Hall Inc. All rights reserved.

Linking MBO and Goal-Setting Theory MBO Goal-Setting Theory Goal Specificity Yes Goal Difficulty Yes

Linking MBO and Goal-Setting Theory MBO Goal-Setting Theory Goal Specificity Yes Goal Difficulty Yes Feedback Yes Participation Yes No (qualified) © 2007 Prentice Hall Inc. All rights reserved.

Why MBOs Fail Ø Unrealistic expectations about MBO results Ø Lack of commitment by

Why MBOs Fail Ø Unrealistic expectations about MBO results Ø Lack of commitment by top management Ø Failure to allocate reward properly Ø Cultural incompatibilities © 2007 Prentice Hall Inc. All rights reserved.

Self-Efficacy • An individual’s feeling that s/he can complete a task (e. g. “I

Self-Efficacy • An individual’s feeling that s/he can complete a task (e. g. “I know I can!”) • Enhances probability that goals will be achieved Not to be confused with: Self-esteem, which is: Individuals’ degree of liking or disliking themselves © 2007 Prentice Hall Inc. All rights reserved.

Self-Efficacy and Goal Setting © 2007 Prentice Hall Inc. All rights reserved.

Self-Efficacy and Goal Setting © 2007 Prentice Hall Inc. All rights reserved.

Four Ways of Increasing Self-efficacy (Bandura) 1. Enactive Mastery 2. Vicarious Modeling 3. Verbal

Four Ways of Increasing Self-efficacy (Bandura) 1. Enactive Mastery 2. Vicarious Modeling 3. Verbal Persuasion 4. Arousal Note: Basic Premise/Mechanism of Pygmalion and Galatea Effects © 2007 Prentice Hall Inc. All rights reserved.

Reinforcement Theory Argues that behavior is a function of its consequences Assumptions: • Behavior

Reinforcement Theory Argues that behavior is a function of its consequences Assumptions: • Behavior is environmentally caused. • Behavior can be modified (reinforced) by providing (controlling) consequences. • Reinforced behavior tends to be repeated. © 2007 Prentice Hall Inc. All rights reserved.

Equity Theory Individuals compare their job inputs and outcomes with those of others and

Equity Theory Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities Referent Comparisons: Self-inside Self-outside Other-inside Other-outside © 2007 Prentice Hall Inc. All rights reserved.

Equity Theory (cont’d) E X H I B I T 6– 8 © 2007

Equity Theory (cont’d) E X H I B I T 6– 8 © 2007 Prentice Hall Inc. All rights reserved.

Equity Theory (cont’d) Choices for dealing with inequity: 1. Change inputs (slack off) 2.

Equity Theory (cont’d) Choices for dealing with inequity: 1. Change inputs (slack off) 2. Change outcomes (increase output) 3. Distort/change perceptions of self 4. Distort/change perceptions of others 5. Choose a different referent person 6. Leave the field (quit the job) © 2007 Prentice Hall Inc. All rights reserved.

Equity Theory (cont’d) Propositions relating to inequitable pay: 1. Overrewarded hourly employees produce more

Equity Theory (cont’d) Propositions relating to inequitable pay: 1. Overrewarded hourly employees produce more than equitably rewarded employees. 2. Overrewarded piece-work employees produce less, but do higher quality piece work. 3. Underrewarded hourly employees produce lower quality work. 4. Underrewarded employees produce larger quantities of lower-quality piece work than equitably rewarded employees. © 2007 Prentice Hall Inc. All rights reserved.

Justice and Equity Theory © 2007 Prentice Hall Inc. All rights reserved.

Justice and Equity Theory © 2007 Prentice Hall Inc. All rights reserved.

Three Types of Justice Distributive Justice Procedural Justice Perceived fairness of the outcome (the

Three Types of Justice Distributive Justice Procedural Justice Perceived fairness of the outcome (the final distribution) Perceived fairness of the process used to determine the outcome (the final distribution) “Who got what? ” “How was who gets what decided? ” Interactional Justice The degree to which one is treated with dignity and respect. “Was I treated well? ” © 2007 Prentice Hall Inc. All rights reserved.

Expectancy Theory Ethical Values and Behaviors of Leaders Bottom Line All three links between

Expectancy Theory Ethical Values and Behaviors of Leaders Bottom Line All three links between the boxes must be intact or motivation will not occur. Thus, • • • Individuals must feel that if they try, they can perform and If they perform, they will be rewarded and When they are rewarded, the reward will be something they care about. © 2007 Prentice Hall Inc. All rights reserved.

Chapter Check-up: Motivation Elizabeth’s boss starts out the day each morning saying, “Bet you

Chapter Check-up: Motivation Elizabeth’s boss starts out the day each morning saying, “Bet you wish you didn’t have to be here, huh? ” Knowing this, which theory gives us insight as to why Elizabeth may not be motivated at work?

Chapter Check-up: Motivation Elizabeth’s boss my well be a Theory X manager, as she/he

Chapter Check-up: Motivation Elizabeth’s boss my well be a Theory X manager, as she/he assumes employees don’t like work and/or want to be there.

Chapter Check-up: Motivation If you study really hard and only get a B on

Chapter Check-up: Motivation If you study really hard and only get a B on an exam, but your classmate barely studies at all and gets an A, what theory will help explain why you feel less motivated to go to class? © 2007 Prentice Hall Inc. All rights reserved.

Chapter Check-up: Motivation What theory would say that this man, who knows he works

Chapter Check-up: Motivation What theory would say that this man, who knows he works hard and is performing well, will be motivated by a gym membership for being a high performer?

Chapter Check-up: Motivation Expectancy Theory Would a gym membership be considered a motivator or

Chapter Check-up: Motivation Expectancy Theory Would a gym membership be considered a motivator or hygiene factor, according to Herzberg? Discuss with a classmate. © 2007 Prentice Hall Inc. All rights reserved.

Putting It All Together © 2007 Prentice Hall Inc. All rights reserved.

Putting It All Together © 2007 Prentice Hall Inc. All rights reserved.