Copyright 2012 Pearson Education Inc publishing as Prentice
Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 16 -
• Define motivation • Compare and contrast early theories of motivation • Compare and contrast contemporary theories of motivation • Discuss current issues in motivation Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall © 2012 Pearson Education, Inc. publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 16 - 2
What Is Motivation? Motivation – is the process by which a person’s efforts are energized, directed, and sustained toward attaining a goal. 3 key elements in the process • Energy-measure of intensity and drive. A motivated person puts forward effort and works hard. • Direction-effort is channeled towards a direction that benefits the organization • Persistence-employees should persist in putting effort Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall© 2012 Pearson Education, Inc. publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 16 - 3
Early Theories of Motivation 1. Maslow’s Hierarchy of Needs 2. Mc. Gregor’s Theory X & Theory Y 3. Herzberg’s Two-Factor Theory 4. Mc. Clelland’s Three Needs Theory Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall© 2012 Pearson Education, Inc. publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 16 - 4
Exhibit 16 -1: Maslow’s Hierarchy of Needs Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall© 2012 Pearson Education, Inc. publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 16 - 5
Maslow’s Hierarchy of Needs Theory (cont. ) • Physiological needs - a person’s needs for food, drink, shelter, sexual satisfaction, and other physical needs. • Safety needs - a person’s needs for security and protection from physical and emotional harm. • Social needs - a person’s needs for affection, belongingness, acceptance, and friendship. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall© 2012 Pearson Education, Inc. publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 16 - 6
Maslow’s Hierarchy of Needs Theory (cont. ) • Esteem needs - a person’s needs for internal factors (e. g. , self-respect, autonomy, and achievement) and external factors (such as status, recognition, and attention). • Self-actualization needs - a person’s need for growth and to become what he or she is capable of becoming/has the potential to become. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall© 2012 Pearson Education, Inc. publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 16 - 7
Maslow’s Hierarchy of Needs Theory • Best known theory of Motivation • Within every person there is a hierarchy of 5 needs- physiological, safety, social, esteem, and self-actualization. • Each level in the need's hierarchy must be substantially satisfied before the next level becomes dominant. • An individual gradually moves up the hierarchy pyramid. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall© 2012 Pearson Education, Inc. publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 16 - 8
Maslow’s Hierarchy of Needs Theory • Managers use Maslow’s hierarchy to motivate employees • Once a need is satisfied the employee is no longer motivated to satisfy that need anymore • Therefore to motivate employees, managers need to figure out which need level of the hierarchy the person is on and focus on satisfying that need or above. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall© 2012 Pearson Education, Inc. publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 16 - 9
Mc. Gregor’s Theory X & Theory Y • Proposes 2 assumptions of human nature • Theory X is a negative view of people that assume workers have little ambition, dislike work and want to avoid responsibility. They need to be closely controlled to work effectively. • Theory Y is a positive view of people that assumes people enjoy work, seek out and accept responsibility. • Manager’s can believe in either of theories and approach motivating employees in different approaches. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall© 2012 Pearson Education, Inc. publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 16 - 10
Herzberg’s Two-Factor Theory Herzberg wanted to know when people felt satisfied and when they felt dissatisfied about their job. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall© 2012 Pearson Education, Inc. publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 16 - 11
Herzberg’s Two-Factor Theory • Factors that led to job satisfaction were different from those that led to job dissatisfaction. • Extrinsic factors are related to job dissatisfaction (company policy, working condition) • Intrinsic factors are related to job satisfaction (achievement, recognition) • Hygiene factors - factors that eliminate job dissatisfaction, but don’t motivate. (Extrinsic) • Motivators - factors that increase job satisfaction and motivation. (Intrinsic) Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall© 2012 Pearson Education, Inc. publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 16 - 12
Exhibit 16 -2: Herzberg’s Two Factor Theory Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall© 2012 Pearson Education, Inc. publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 16 - 13
Three needs Theory • There are 3 acquired need that are needed in order to motivate employees. These three needs include • The need for achievement (n. Ach), which is the drive to succeed and excel in relation to a set of standards • The need for power (n. Pow), which is the need to make others behave in a way that they would not have behaved otherwise • The need for affiliation (n. Aff), which is the desire for friendly and close interpersonal relationships. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall© 2012 Pearson Education, Inc. publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 16 - 14
Three needs Theory • People with a high need for achievement are striving for personal achievement rather than for rewards of success. They have a desire to do something better or more efficiently than it’s been done before. • The other two needs in this theory haven’t been researched as extensively as the need for achievement. • However, the best managers tend to be high in the need for power and low in the need for affiliation Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall© 2012 Pearson Education, Inc. publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 16 - 15
Contemporary Theories of Motivation • Equity Theory • Expectancy Theory • Reinforcement Theory Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall© 2012 Pearson Education, Inc. publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 16 - 16
Equity Theory Equity theory - an employee compares his or her job’s output-input ratio with that of comparable others and then corrects any inequity. Correction of Inequity happens through • Higher/lower productivity • Improved/reduced quality of output • Increased absenteeism • Voluntary resignation Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall© 2012 Pearson Education, Inc. publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 16 - 17
Exhibit 16 -8: Equity Theory Referent - the person or system against which individuals compare themselves Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall© 2012 Pearson Education, Inc. publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 16 - 18
Expectancy Theory An individual tends to act in a certain way based on the expectation that • the act will be followed by a certain outcome and • on the attractiveness of that outcome Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall© 2012 Pearson Education, Inc. publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 16 - 19
Exhibit 16 -9: Expectancy Model Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall© 2012 Pearson Education, Inc. publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 16 - 20
Expectancy Theory There are 3 Expectancy Relationships – Expectancy (effort-performance linkage) • The perceived probability that an individual’s effort will result in a certain level of performance. – Instrumentality (performance-outcome linkage) • The perception that a particular level of performance will result in attaining a desired outcome (reward). – Valence (attractiveness of reward linkage) • The attractiveness/importance of the performance reward (outcome) to the individual. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall© 2012 Pearson Education, Inc. publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 16 - 21
Reinforcement Theory • Behavior is a function of its consequences. • Behavior= f (consequences of that behavior) • Consequences immediately following a behavior which increase the probability that the behavior will be repeated are called Reinforcers. • Managers can use positive reinforcers to influence employee behavior and motivate employees to achieve organizational goals Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall© 2012 Pearson Education, Inc. publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 16 - 22
- Slides: 22