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7/29/2019 Engineering Management: Motivation
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Chapter 13
Motivation
Designed & Prepared by
B-books, Ltd.
MGMT
Chuck Williams
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What Is Motivation?
After reading th is sect ion,
you should be able to:
1. explain the basics of motivation.
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Motivation
Initiation Persistence
Direction
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Basics of Motivation
Extrinsic
and Intrinsic
Rewards
Motivating
People
Effort
and
Performance
Need
Satisfaction
1
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Effort and Performance
Performance
Effort
Initiation Direction
Persistence
1.1
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Effort and Performance
Job performance
how well someone performs the job
Motivationeffort put forth on the job
Ability
capability to do the job Situational Constraints
external factors affecting performance
Job Performance = Motivation x Ability x Situational Constraints
1.1
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Need Satisfaction
Needsphysical or psychological requirements
must be met to ensure survival and well being
Unmet needs motivate people Three approaches:
Maslows Hierarchy of Needs
Alderfers ERG Theory McClellands Learned Needs Theory
1.2
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Adding Needs Satisfaction to
the Model
1.2
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Maslows Hierarchy of Needs
Esteem
Belongingness
Safety
Physiological
Self-Actualization
1.2
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Aldefers ERG Theory
Relatedness
Existence
Growth
1.2
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McClellands Learned Needs Theory
Achievement
Affiliation
Power
1.2
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Needs Classification
McClellandsLearned Needs
AlderfersERG
MaslowsHierarchy
Higher
-OrderNeeds
Lower-
Order
Needs
Self-ActualizationEsteemBelongingness
SafetyPhysiological
GrowthRelatedness
Existence
PowerAchievementAffiliation
1.2
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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
1.3
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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
1.3
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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
1.3
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The Most Important Rewards
Good benefits Health insurance
Job security
Vacation time
Interesting work
Learning new skills
Independent work situations
Extrinsic
Intrinsic
1.3
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Adding Rewards to the Model
1.3
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Motivating with the Basics
Ask people what their needs are
Satisfy lower-order needs first
Expect peoples needs to change
Satisfy higher order needs by looking for ways to
allow employees to experience intrinsic rewards
1.4
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How Perceptions and ExpectationsAffect Motivation
After reading these sect ion s,
you should be able to:
2. use equity theory to explain how employeesperceptions of fairness affect motivation.
3. use expectancy theory to describe how workers
expectations about rewards, effort, and the link
between rewards and performance influence
motivation.
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Equity Theory
Components
ofEquity Theory
Reaction to
PerceivedInequity
Motivating
People UsingEquity Theory
2
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Components of Equity Theory
Inputs
employee contributions to the organization
Outcomes
rewards employees receive from the organization
Referents
comparison others
Outcome/input (O/I) ratio
OutcomesselfInputsself
OutcomesreferentInputsreferent
=
2.1
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Inequity
2.1
When a persons O/I ratio differsfrom their referents O/I ratio
Underreward
referents O/I ratio is greater than yours
experience anger or frustration
Overreward
referents O/I ratio is less than yours
experience guilt
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How People React to
Perceived Inequity Reduce inputs
Increase outcomes
Rationalize inputs or outcomes
Change the referent
Leave
2.2
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Adding Equity Theory to Model
2.2
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Motivating with Equity Theory
Look for and correct major inequities
Reduce employees inputs
Make sure decision-making processesare fair
distributive justice
procedural justice
2.3
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Expectancy Theory
Motivating with
Expectancy
Theory
Components of
Expectancy
Theory
3
C t f
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Components ofExpectancy Theory
Valence
Expectancy
Instrumentality
3.1
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Adding Expectancy Theory to Model
3
M i i i h
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Motivating withExpectancy Theory
Systematically gather
information to find out what
employees want from their
jobs Clearly link rewards to
individual performance
Empower employees to makedecisions which enhance
expectancy perceptions3.2
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How Rewards and GoalsAffect Motivation
After reading these sect ion s,
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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Reinforcement Theory
Components
of
Reinforcement
Theory Schedules for
Delivering
Reinforcement
Motivating with
ReinforcementTheory
4
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Reinforcement Theory
Reinforcement Theory
A theory that states that behavior is a function
of its consequences, that behaviors followed
by positive consequences will occur morefrequently, and that behaviors followed by
negative consequencesor not followed by
positive consequenceswill occur less
frequently.
4
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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
4.1
Adding Reinforcement Theory to
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Adding Reinforcement Theory toModel
4.1
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Schedules for Delivering Reinforcement
Intermittent
Continuous
4.2
Continuous Reinforcement
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Continuous ReinforcementSchedules
Continuous Reinforcement Schedule
A schedule that requires a consequence to be
administered following every instance of a
behavior.
4.2
Intermittent Reinforcement
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Intermittent ReinforcementSchedules
Variable
Interval
(Time)
Fixed
Ratio
(Behavior)
Consequences follow
behavior after a fixed
time has elapsed
Consequences follow
behavior after different
times that vary around
an average time
Consequences follow
a specific number ofbehaviors
Consequences follow
a different number of
behaviors that varyaround an average
number
4.2
Motivating with Reinforcement
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Motivating with ReinforcementTheory
Identify, measure, analyze, intervene,and evaluate
Dont reinforce the wrong behavior
Correctly administer punishment at theappropriate time
Choose the simplest and most effective
schedule of reinforcement
4.3
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Goal-Setting Theory
Goal-Setting Theory relates to the basic
model: desire to meet a goal prompts
effort.
Performance
Effort
Initiation
DirectionPersistence
5
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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
5.1
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Adding Goal-Setting Theory to Model
5.1
M ti ti ith G l S tti
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Motivating with Goal-SettingTheory
Assign specific,challenging goals
Make sure workers trulyaccept organizational
goals
Provide frequent andspecific performance-
related feedback5.2
Motivating with the Integrated
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Motivating with the IntegratedModel
Motivating withthe Basics
Motivating withEquity Theory
Motivating withExpectancy Theory
Motivating withReinforcement
Theory
Motivating with
Goal-Setting Theory
6
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Motivating with the Integrated Model
6
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