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Chapter 13
1
1Copyright ©2011 by Cengage Learning. All rights reserved
Chapter 13Motivation
Designed & Prepared byB-books, Ltd.
MGMT3
Chuck Williams
2Copyright ©2011 by Cengage Learning. All rights reserved
What Is Motivation?
After reading this section, you should be able to:
1. explain the basics of motivation.
3Copyright ©2011 by Cengage Learning. All rights reserved
Motivation
InitiationInitiation PersistencePersistence
DirectionDirection
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4Copyright ©2011 by Cengage Learning. All rights reserved
Basics of Motivation
Extrinsicand Intrinsic
Rewards
Extrinsicand Intrinsic
Rewards
MotivatingPeople
MotivatingPeople
Effortand
Performance
NeedSatisfaction
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5Copyright ©2011 by Cengage Learning. All rights reserved
Effort and Performance
PerformancePerformancePerformance
EffortEffortEffort
•• InitiationInitiation•• DirectionDirection•• PersistencePersistence
1.11.1
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Effort and Performance
• Job performance– how well someone performs the job
• Motivation– effort put forth on the job
• Ability– capability to do the job
• Situational Constraints– external factors affecting performance
Job Performance = Motivation x Ability x Situationa l Constraints
1.11.1
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7Copyright ©2011 by Cengage Learning. All rights reserved
Need Satisfaction• Needs
– physical or psychological requirements
– must be met to ensure survival and well being
• Unmet needs motivate people• Three approaches:
– Maslow’s Hierarchy of Needs
– Alderfer’s ERG Theory
– McClelland’s Learned Needs Theory
1.21.2
8Copyright ©2011 by Cengage Learning. All rights reserved
Beyond the Book
A Job Well DoneAccording to David Novak, CEO of Yum Brands, everyone needs to be recognized for a job well done. Recognition must be genuine, must come from the heart, and, when it is deserved, it can’t be overdone. When he was president at KFC, Novak used to find workers who were doing a good job and give them a rubber chicken trophy and $100. Says Novak, “Using recognition is the best way to build a high-energy, fun culture and reinforce the behaviors that drive results.”
Source: D. C. Novak, “Corner Office: At Yum Brands, Rewards for Good Work”, interview by A. Bryant, The New York Times, 11 July 2009. http://www.nytimes.com/2009/07/12/business/12corner.html (accessed 10/23/2009).
9Copyright ©2011 by Cengage Learning. All rights reserved
Adding Needs Satisfaction to the Model
1.21.2
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Maslow’s Hierarchy of Needs
EsteemEsteem
BelongingnessBelongingness
Safety Safety
PhysiologicalPhysiological
Self-ActualizationSelf-Actualization
1.21.2
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Aldefer’s ERG Theory
RelatednessRelatedness
ExistenceExistence
GrowthGrowth
1.21.2
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McClelland’s Learned Needs Theory
AchievementAchievement
AffiliationAffiliation
PowerPower
1.21.2
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13Copyright ©2011 by Cengage Learning. All rights reserved
Needs Classification
McClellandMcClelland ’’ssLearned NeedsLearned Needs
AlderferAlderfer ’’ssERGERG
MaslowMaslow ’’ssHierarchyHierarchy
Higher-Order Needs
Lower-Order Needs
Self-ActualizationEsteemBelongingness
SafetyPhysiological
GrowthRelatedness
Existence
PowerAchievementAffiliation
1.21.2
14Copyright ©2011 by Cengage Learning. All rights reserved
Extrinsic and Intrinsic Rewards
Extrinsic Rewards– tangible and visible to others
– contingent on performance
Intrinsic Rewards– natural rewards
– associated with performing the task for its own sake
1.31.3
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Extrinsic Rewards
Extrinsic Rewards motivate people to :
• Join the organization
• Regularly attend their jobs
• Perform their jobs well
• Stay with the organization
1.31.3
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16Copyright ©2011 by Cengage Learning. All rights reserved
Intrinsic Rewards
Intrinsic Rewards include:
• Sense of accomplishment
• Feeling of responsibility
• Chance to learn something new
• The fun that comes from performing an interesting, challenging, and engaging task
1.31.3
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Motivation at Pfizer
Shari Adler took six months off of work through Pfizer’s paid volunteerism program working for the Tanzanian Ministry of Health. Meaningful volunteer opportunities help attract and retain workers who are motivated to use their job skills to help others in need.
© Charles O. Cecil/Alamy
Source: S. E. Needleman, “The Latest Office Perk: Getting Paid to Volunteer,” The Wall Street Journal, 29 April 2008, D1.
18Copyright ©2011 by Cengage Learning. All rights reserved
The Most Important Rewards
• Good benefits
• Health insurance
• Job security
• Vacation time
• Interesting work
• Learning new skills
• Independent work situations
Extrinsic
Intrinsic
1.31.3
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Adding Rewards to the Model
1.31.3
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Motivating with the Basics
• Ask people what their needs are
• Satisfy lower-order needs first
• Expect people’s needs to change
• Satisfy higher order needs by looking for ways to allow employees to experience intrinsic rewards
1.41.4
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How Perceptions and ExpectationsAffect Motivation
After reading these sections, you should be able to:
2. use equity theory to explain how employees’perceptions of fairness affect motivation.
3. use expectancy theory to describe how workers’expectations about rewards, effort, and the linkbetween rewards and performance influence motivation.
Chapter 13
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22Copyright ©2011 by Cengage Learning. All rights reserved
Equity Theory
Componentsof
Equity Theory
Reaction toPerceivedInequity
MotivatingPeople UsingEquity Theory
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23Copyright ©2011 by Cengage Learning. All rights reserved
Components of Equity Theory
• Inputs– employee contributions to the organization
• Outcomes– rewards employees receive from the organization
• Referents– comparison to others
• Outcome/input (O/I) ratio
Outcomes selfInputs self
Outcomes referentInputs referent
=
2.12.1
24Copyright ©2011 by Cengage Learning. All rights reserved
Inequity
2.12.1
When a person’s O/I ratio differs from their referent’s O/I ratio
• Underreward– referent’s O/I ratio is greater than yours
– experience anger or frustration
• Overreward– referent’s O/I ratio is less than yours
– experience guilt
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25Copyright ©2011 by Cengage Learning. All rights reserved
How People React to Perceived Inequity
� Reduce inputs
� Increase outcomes
� Rationalize inputs or outcomes
� Change the referent
� Leave
2.22.2 © iStockphoto.com
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Adding Equity Theory to Model
2.22.2
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Motivating with Equity Theory
• Look for and correct major inequities• Reduce employees’ inputs• Make sure decision-making processes
are fair– distributive justice
– procedural justice
2.32.3
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Expectancy Theory
Motivating withExpectancy
Theory
Motivating withExpectancy
Theory
Components ofExpectancy
Theory
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Components of Expectancy Theory
ValenceValence
ExpectancyExpectancy
InstrumentalityInstrumentality
3.13.1
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Beyond the Book
Losing the Perks
Many companies are scaling back, and employees are seeing many perks (free catered lunches, concierge services, health-care co-pays) starting to disappear. This can cause employees to become scared or discouraged, creating concerns over job security. These kinds of perks, however, are not ongoing motivators; they’re extras. Companies need to make sure that when cutbacks come, that they don’t isolate workers from each other or leave them uninformed. Workers need to understand that everyone is in this together and everyone is making sacrifices.
Source: R. Dodes, “Crossing Fashion’s Thin White Line,” The Wall Street Journal, 1 February 2008. B1.
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Adding Expectancy Theory to Model
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Motivating with Expectancy Theory
� Systematically gather information to find out what employees want from their jobs
� Clearly link rewards to individual performance
� Empower employees to make decisions which enhance expectancy perceptions
3.23.2
33Copyright ©2011 by Cengage Learning. All rights reserved
How Rewards and Goals Affect Motivation
After reading these sections, you should be able to:
4. explain how reinforcement theory works and how it can be used to motivate.
5. describe the components of goal-setting theory and how managers can use them to motivate workers.
6. discuss how the entire motivation model can be used to motivate workers.
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34Copyright ©2011 by Cengage Learning. All rights reserved
Reinforcement Theory
Componentsof
ReinforcementTheory
Componentsof
ReinforcementTheory
Schedules forDelivering
Reinforcement
Schedules forDelivering
Reinforcement
Motivating withReinforcement
Theory
Motivating withReinforcement
Theory
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35Copyright ©2011 by Cengage Learning. All rights reserved
Reinforcement Theory
Reinforcement Theory
A theory that states that behavior is a function of its consequences, that behaviors followed by positive consequences will occur more frequently, and that behaviors followed by negative consequences–or not followed by positive consequences–will occur less frequently.
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Reinforcement Contingencies
� Positive reinforcement• desirable consequence strengthens behavior
� Negative reinforcement• withholding unpleasant consequence strengthens
behavior� Punishment
• unpleasant consequence weakens behavior� Extinction
• no consequence weakens behavior
4.14.1
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37Copyright ©2011 by Cengage Learning. All rights reserved
Adding Reinforcement Theory to Model
4.14.1
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Schedules for Delivering Reinforcement
Intermittent
Continuous
4.24.2
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Continuous Reinforcement Schedules
Continuous Reinforcement Schedule
A schedule that requires a consequence to be administered following every instance of a behavior.
4.24.2
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40Copyright ©2011 by Cengage Learning. All rights reserved
Intermittent Reinforcement Schedules
VariableVariable
Interval(Time)
Interval(Time)
Fixed
Ratio(Behavior)
Ratio(Behavior)
Consequences followbehavior after a fixed time has elapsed
Consequences followbehavior after a fixed time has elapsed
Consequences followbehavior after differenttimes that vary around an average time
Consequences followbehavior after differenttimes that vary around an average time
Consequences follow a specific number of behaviors
Consequences follow a specific number of behaviors
Consequences followa different number ofbehaviors that vary around an average number
Consequences followa different number ofbehaviors that vary around an average number
4.24.2
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Motivating with Reinforcement Theory
• Identify, measure, analyze, intervene, and evaluate
• Don’t reinforce the wrong behavior
• Correctly administer punishment at the appropriate time
• Choose the simplest and most effective schedule of reinforcement
4.34.3
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Goal-Setting Theory
Goal-Setting Theory relates to the basic model: desire to meet a goal prompts
effort.
PerformancePerformancePerformance
EffortEffortEffortInitiationInitiationDirectionDirectionPersistencePersistence
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43Copyright ©2011 by Cengage Learning. All rights reserved
Goal-Setting Theory
• Goal Specificity– the clarity of goals
• Goal Difficulty– how challenging
goals are
• Goal Acceptance– how well goals are agreed to or understood
• Performance Feedback– information on goal progress
5.15.1
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Adding Goal-Setting Theory to Model
5.15.1
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Motivating with Goal-Setting Theory
• Assign specific, challenging goals
• Make sure workers truly accept organizational goals
• Provide frequent and specific performance-related feedback5.25.2
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46Copyright ©2011 by Cengage Learning. All rights reserved
Motivating with the Integrated Model
Motivating with the Basics
Motivating with the Basics
Motivating with Equity Theory
Motivating with Equity Theory
Motivating with Expectancy Theory
Motivating with Expectancy Theory
Motivating with Reinforcement
Theory
Motivating with Reinforcement
Theory
Motivating with Goal-Setting Theory
Motivating with Goal-Setting Theory
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47Copyright ©2011 by Cengage Learning. All rights reserved
Motivating with the Integrated Model
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