View
243
Download
0
Category
Tags:
Preview:
Citation preview
Chapter 16Motivation
The Concept of Motivation
• Motivation - the arousal, direction, and persistence of behavior
• Forces either intrinsic or extrinsic to a person that arouse enthusiasm and persistence
• Employee motivation affects productivity
• A manager’s job is to channel motivation toward the accomplishment of goals
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 2
3
16.1 A Simple Model of Motivation
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
Content Perspectives on Motivation
If managers understand employees’ needs, they can design appropriate reward systems
Needs motivate people
Needs translate into an internal drive that motivates behavior
People have a variety of needs
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 4
5
16.2 Maslow’s Hierarchy of Needs
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
ERG Theory
Existence needs - the needs for physical well-being
Relatedness needs - the needs for satisfactory relationships with others
Growth needs - the needs that focus on the development of human potential and the desire for personal growth
frustration–regression principle: failure to meet a high-order need may cause a regression to an already satisfied lower-order need
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 6
7
16.4 Herzberg’s Two-Factor Theory
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
Acquired Needs
Need for achievement
Need for affiliation
Need for power
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 8
Process Perspectives on Motivation
How people select behavioral actions Goal Setting Theory
Equity Theory
Expectancy Theory
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 9
Goal Setting Theory
• Increase motivation by setting goals
• Key components of the theory:» Goal specificity
» Goal difficulty
» Goal acceptance
» Feedback
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 10
Equity Theory
• Individual perceptions of fairness• Perceived inequity can be reduced by:
» Changing work effort» Changing outcomes» Changing perception» Leaving the job
• Inequity occurs when the input-to-outcome ratios are out of balance
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 11
Expectancy Theory
• Motivation depends on individuals’ expectations about their ability to perform tasks and receive desired rewards
• E – P: putting effort into a given task will lead to high performance
• P – O: successful performance of a task will lead to the desired outcome
• Valence – the value or attraction an individual has for an outcome
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 12
13
16.5 Major Elements of Expectancy Theory
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
Reinforcement Perspective on Motivation
Behavior ModificationReinforcement theory
techniques used to modify behavior
ReinforcementAn act that causes a
behavior to be repeated or inhibited
Law of EffectPositively reinforced behavior tends to be
repeated and unreinforced behavior
inhibited
Positive ReinforcementPleasant and rewarding
consequences following a desired
behavior
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 14
15
16.6 Changing Behaviorwith Reinforcement
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
16
Individual’s motivation can result from thoughts, beliefs, and observations
– Vicarious learning – observational learning from seeing others’ behaviors and rewards
– Self-reinforcement – motivating yourself by reaching goals and providing positive reinforcement for yourself
– Self-efficacy – belief about your own ability to accomplish tasks
Social Learning Theory
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
Job Design for Motivation
Job Simplification
Job Rotation
Job Enlargement
Job Enrichment
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 17
Innovative Ideas for Motivating
• Organizations are using various types of incentive compensation to motivate employees to higher levels of performance
• Variable compensation is a key motivational tool
• Incentive plans can backfire
– They should be combined with motivational ideas and intrinsic rewards
• Incentives should reward the desired behaviorCopyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 18
19
16.8 New Motivational Compensation Programs
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
Empowering People to Meet Higher Needs
Employees receive information about company performance
Employees have knowledge and skills to contribute to company goals
Employees have the power to make substance decisions
Employees are rewarded based on company performance
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 20
21
16.9 A Continuum of Empowerment
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
Giving Meaning to Work through Engagement
• Instill a sense of support and meaning
• Help employees obtain intrinsic reward
• Focus on learning, contribution, and growth
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 22
Recommended