Chapter SIX Motivation Concepts 2007 Prentice Hall Inc

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

What Is Motivation? Direction Intensity © 2007 Prentice Hall Inc. All rights reserved. Persistence

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 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 safety needs. Needs that are satisfied internally; social, esteem, and self-actualization needs. Self Esteem Social Safety Physiological © 2007 Prentice Hall Inc. All rights reserved. E X H I B I T 6– 1

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 Theory Y Managers See Workers As… Enjoying Work Accepting Responsibility © 2007 Prentice Hall Inc. All rights reserved.

Herzberg’s Two-Factor Theory Bottom Line: Satisfaction and Dissatisfaction are not Opposite Ends of the Same Thing! Hygiene Factors: • Salary • Work Conditions Separate constructs – Hygiene Factors--Extrinsic & Related to Dissatisfaction • Company Policies © 2007 Prentice Hall Inc. All rights reserved. Motivators: • Achievement • Responsibility • Growth – Motivation Factors--Intrinsic and Related to Satisfaction

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 2007 Do You Motivate Employees? by Frederick © Prentice Hall Inc. Herzberg, All September–October 1987. Copyright © 1987 by the President and Fellows of Harvard College: 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 © 2007 Prentice Hall Inc. All rights reserved. E X H I B I T 6– 3

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 © 2007 Prentice Hall Inc. All rights reserved. E X H I B I T 6– 4

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 only be relevant 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? © 2007 Prentice Hall Inc. All rights reserved. E X H I B I T 6– 5

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

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 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 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.

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 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 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) © 2007 Prentice Hall Inc. All rights reserved. E X H I B I T 6– 8

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 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.

Three types of Justice Distributive Justice Procedural Justice Perceived fairness of the outcome (the final distribution). The perceived fairness of the process used to determine the outcome (the final distribution). “How was who gets what decided? ” “Who got what? ” 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 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 © 2007 Prentice Hall Inc. All they care about rights reserved.

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? © 2007 Prentice Hall Inc. All rights reserved.

Chapter Check-Up: Motivation Elizabeth’s boss my well be a Theory X manager, as s/he assumes employees don’t like work and/or want to be there. © 2007 Prentice Hall Inc. All rights reserved.

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 hard and is performing well, will be motivated by a gym membership for being a high performer? © 2007 Prentice Hall Inc. All rights reserved.

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.