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Cancel anytime. Chapter 6: Basic Motivation Concepts What is Motivation? Motivation = �The processes that account for an individual�s intensity, direction, and persistence of effort toward achieving a goal�� Intensity = how hard an employee tries� Direction = should benefit the organization (i.e. quality of effort counts!)� Persistence = how long can an employee maintain his/her effort?Note: the goal is an �organizational� goal Some Key Points: Motivation is not directly observable (it is internal to each employee), it is personal (what is arousing differs and how behavior is directed is often different), however the process is common and it is goal directed. Early Theories of Motivation Hierarchy of Needs (a.k.a. Maslow's Pyramid)
Note:� An individual moves �up the steps� of the hierarchy.� �Lower order� needs are satisfied externally (i.e. physiological and safety) while �higher order� needs are satisfied internally (i.e. social, esteem, and self-actualization). Theory X and Theory Y Douglas McGregor proposed two distinct views of human beings: one basically negative, labeled Theory X, and the other basically positive, labeled Theory Y. Theory X
Theory Y
McGregor believed Theory Y assumptions were more valid than Theory X and proposed such ideas as participative decision making, responsible and challenging jobs, and good group relations as approaches that would maximize an employee's motivation. **Question = what type of manager will you be (or are you)? One who believes in Theory X or Theory Y? Be honest! Do you think this is important? Why? Why not? Two-Factor Theory � Intrinsic factors are related to job satisfaction, while extrinsic factors are related to job dissatisfaction. � Hygiene factors = when these are adequate, workers �feel OK� (i.e. they are NOT dissatisfied).� Examples include quality of supervision, company policies and administration. � Motivators = examines factors contributing to job satisfaction.� Thus there are factors which lead to job satisfaction and things that don�t (i.e. notice there is a difference between �non-satisfying� and �dissatisfying factors�) Contemporary Theories McClelland's Theory of Needs
Those high on "achievement" tend to prefer jobs with personal responsibility, feedback and moderate risks. They DO NOT always care about motivating others! In general, individuals high on the need for "Power" and low on the need for "Affiliation" tend to perform better in managerial roles. Cognitive Evaluation Theory � Allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation. Goal -Setting Theory
� Be sure to note the importance of goal commitment, self-efficacy, task characteristics, and national culture on goal-setting theory. Management by Objectives ("MBO") This approach puts goal setting to work. It is a program that encompasses: MBO operationalizes the concept of objectives by devising a process by which objectives cascade down through the organization. The result is a hierarchy of objectives that links objectives at one level to those at the next level. For the individual employee, MBO provides specific personal performance objectives. Self-Efficacy Theory Self-efficacy refers to an individual's belief that he or she is capable of performing a task. The higher your self-efficacy, the more confidence you have in your ability to succeed in a task. Reinforcement Theory
Equity Theory
distributive justice or the perceived fairness of the amount and allocation of rewards among individuals. However, equity should also consider procedural justice or the perceived fairness of the process used to determine the distribution of rewards. Interactional justice is also important. *Question: So, what happens when your pay is �inequitable�? Expectancy Theory
Don�t Forget Ability and Opportunity Performance = f (Ability X Motivation X Opportunity) ����������� Question: Think about how the fundamental attribution error can lead you astray in terms of �understanding� others� behavior in the workplace.� How do ability, motivation, and opportunity influence YOUR perceptions of workplace behavior?)
� First, consider employees� opportunity, ability and the �purpose� or objectives of the current performance evaluation system in which they work.� Then, consider the link between individual effort � individual performance � organizational rewards and personal goals.� Each link can be influenced by a variety of factors (i.e. needs, reinforcement, equity) Motivation Theories are Culture Bound � Note that most theories were developed in the US.� Many theories do not always work around the world (e.g., equity theory). However, many do (e.g., having interesting work). Summary and Implications for Managers Need Theories� Maslow�s hierarchy, Two factor, ERG, & McClelland�sGoal Setting Theory� Clear and difficult goals often lead to higher levels of employee productivity.Reinforcement Theory� Good predictor of quality and quantity of work, persistence of effort, absenteeism, tardiness, and accident rates.Equity Theory� Strongest when predicting absence and turnover behaviors.� Weakest when predicting differences in employee productivity.Expectancy Theory- Focus on performance variables - It is a �rational� model so be careful when using it - This theory may be better applied to employees with greater discretion in their jobs (i.e., as opposed to semi-skilled positions) Is the need to make others behave in a way in which they would not have behaved otherwise?Need for power is the desire to cause others to behave in a way that they would not have behaved otherwise.
How does McClelland define the need for affiliation?The need for affiliation (N-Affil) is a term that was popularized by David McClelland and describes a person's need to feel a sense of involvement and "belonging" within a social group; McClelland's thinking was strongly influenced by the pioneering work of Henry Murray who first identified underlying psychological ...
Which of the following is true of the need for affiliation?Which of the following is TRUE of the need for affiliation? People who have higher affiliation needs desire to be alone more of the time than those who have lower affiliation needs. People who have lower affiliation needs desire to be with friends more than those who have higher affiliation needs.
What is the need for achievement affiliation and power?McClelland's Human Motivation Theory states that every person has one of three main driving motivators: the needs for achievement, affiliation, or power. These motivators are not inherent; we develop them through our culture and life experiences. Achievers like to solve problems and achieve goals.
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