Motivation Chapter 16. Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 2 Motivation One secret for success in

Motivation

Cha

pter

16

2

Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.

Motivation

One secret for success in organizations is motivated and enthusiastic employees

With such a diverse workforce, it is a challenge for managers to motivate employees toward common organizational goals

Manager’s Challenge: Pfizer

3


Motivation

Employee motivation theories and models

–Needs –processes

–Reinforcement

How job design can affect employee satisfaction & productivity

Empowerment

Topics Topics Chapter 16Chapter 16

4


Motivation

Arousal, direction, and persistence of behavior Employee motivation affects productivity

Part of a manager’s job is to channel motivation toward the accomplishment of organizational goals

5


Two Types of Rewards

Intrinsic rewards--satisfactions a person receives in the process of performing a particular action.

Extrinsic rewards--given by another person.

6


Model of Motivation

NEED-Creates desire to fulfill needs (food, friendship, recognition, achievement).

BEHAVIOR-Results in actions to fulfill needs.

REWARDS-Satisfy needs; intrinsic or extrinsic rewards.

FEEDBACK-Reward informs person whether behavior was appropriate and should be used again.

7


Foundations of Motivation

Traditional

Human Relations

Human Resources

Contemporary

•systematic analysis of an employee’s job•economic rewards for high performance

• noneconomic rewards, such as congenial work groups

• workers studied as people and the concept of social man was born

• introduce the concept of the whole person• employees are complex and motivated by

many factors

• content theories stress the analysis of underlying human need

• process theories concern the thought processes that influence behavior

• reinforcement theories focus on employee learning of desired work behaviors

8


Motivation Content Theories

Hierarchy of Needs Theory

ERG Theory

Two-Factor Theory

Acquired Needs Theory

Emphasize the needs that motivate people

9


Hierarchy of Needs Theory

Physiological Needsmost basic human physical needs

Safety Needssafe and secure physical and emotional environment

Belongingness Needsdesire to be accepted by one’s peers

Esteem Needsdesire for a positive self-image

and to receive attention

Self-ActualizationNeeds

represent the need forself-fulfillment

Human beings are motivated by a hierarchy of unsatisfied needs.

Abraham Maslow

10


Maslow’s Hierarchy of Needs

Once a need is satisfied, it declines in importance and the next higher need is activated

There are opportunities for fulfillment off the job and on the job in each of the five levels of needs

Experiential Exercise: What Motivates You?

11


ERG Theory

Existence Needsthe needs for physical well-being

Relatedness Needsthe need for satisfactory relationships

with others

Growth Needshuman potential,

personal growth, and increased competence

12


Two Factor Motivation Theory

Area of Satisfaction

Area of Dissatisfaction

Motivators influence level of satisfaction.

Hygiene factors influence level of dissatisfaction

Motivators

HygieneFactors

AchievementRecognitionResponsibilityWork itselfPersonal growth

Working conditionsPay and securityCompany policiesSupervisorsInterpersonal relationships

13


Acquired Needs Theory

• Need for Achievement desire to accomplish something difficult, master complex tasks, and surpass others

• Need for Affiliation desire to form close personal relationships, avoid conflict, and establish warm friendships

• Need for Power desire to influence or control others

David McClelland

14


Motivation Process Theories

Equity Theory focuses on individuals’ perceptions of how fairly

they are treated compared with others

motivated to seek social equity in the rewards they expect for performance

15


Methods for Reducing Perceived Inequities

Change inputs Change outcomes Distort perceptions Leave the job

16


Motivation Process Theories

Expectancy Theory motivation depends on individuals’ expectations

about their ability to perform tasks and receive desired rewards

concerned not with identifying types of needs but with the thinking process that individuals use to achieve rewards

based on the effort, performance, and desirability of outcomes

17


Reinforcement Perspective on Motivation

Reinforcement Tools

Positive reinforcement in the administration of a pleasant and rewarding consequence.

Avoidance learning is the removal of an unpleasant consequence following a desired behavior.

Punishment is the imposition of unpleasant outcomes on an employee.

Extinction is the withdrawal of a positive reward, behavior is no longer reinforced and hence is less likely to occur in the future.

18


Schedules of Reinforcement

Continuous Reinforcement

Partial Reinforcement

Fixed-Interval Schedule

Fixed-Ratio Schedule

Variable-Interval Schedule

Variable-Ratio Schedule

19


Job Design for Motivation

Job design = application of motivational theories to the structure of work for improving productivity and satisfaction

Job simplification = job design whose purpose is to improve task efficiency by reducing the number of tasks a single person must do

20



Job Rotation = job design that systematically moves employees from one job to another to provide them with variety and stimulation

Job Enlargement = job design that combines a series of tasks into one new, broader job to give employees variety and challenge

21



Job Enrichment = job design that incorporates achievement, recognition, and other high-level motivators into the work

Work redesign = altering of jobs to increase both the quality of employee’s work experience and their productivity

22


Job Characteristics Model

Source: Adapted from J. Richard Hackman and G. R. Oldham, “Motivation through the Design of Work: Test of a Theory,” Organizational Behavior and Human Performance 16 (1976), 256.

23


Motivational Ideas for Turbulent Times

Organizations are increasingly using various types of incentive compensation as a way to motivate employees to higher levels of performance

Variable compensation and forms of at risk pay are key motivational tools

Ethical Dilemma: Compensation Showdown

24


Empowering People to Meet Higher Needs

Information - Employees receive information about company performance

Knowledge - Employees have knowledge and skills to contribute to company goals

Power - Employees have the power to make substantive decisions

Rewards - Employees are rewarded based on the company performance

Four Empowering Elements

25


Continuum of Empowerment

Sources: Based on Robert C. Ford and Myron D. Fottler, “Empowerment: A Matter of Degree,” Academy of Management Executive 9, no. 3 (1995), 21-31; Lawrence Holpp, “Applied Emplowerment,” Training (February 1994), 39-44; and David P. McCaffrey, Sue R. Faerman, and David W. Hart, “”The Appeal and Difficulties of Participative Systems,” Organization Science 6, no. 6 (November-December 1995), 603-627.

26


Giving Meaning to Work

To meet higher-level motivational needs and

help people get intrinsic rewards from their

work is to instill a sense of importance and

meaningfulness

27


Motivational Ideas for Turbulent Times

Role of today’s manager is not to control

others but to organize the workplace in such

a way that each personCan learn

Contribute

Grow

Documents

Motivation Chapter 16. Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 2 Motivation One secret for success in