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MOTIVATION DEFINEDMOTIVATION DEFINED
Willingness to exert high levels of effort to Willingness to exert high levels of effort to reach organizational goals.reach organizational goals.
BASIC ASSUMPTIONSBASIC ASSUMPTIONS Everyone is motivatedEveryone is motivated
– Key?Key?
Two types of motivationTwo types of motivation– IntrinsicIntrinsic– ExtrinsicExtrinsic
TYPES OF MOTIVATIONTYPES OF MOTIVATION Extrinsic Motivation:Extrinsic Motivation:
– "What gets rewarded gets done""What gets rewarded gets done"– Based on extrinsic/tangible rewards and/or Based on extrinsic/tangible rewards and/or
punishmentpunishment
Intrinsic Motivation:Intrinsic Motivation:– "What is rewarding gets done""What is rewarding gets done"– Based on intrinsic/intangible rewardsBased on intrinsic/intangible rewards
Motivation TheoriesMotivation Theories
Need (Maslow & ERG)Need (Maslow & ERG) EquityEquity ReinforcementReinforcement Expectancy TheoryExpectancy Theory Goal-Setting TheoryGoal-Setting Theory
Needs (stage of development)Needs (stage of development)
MaslowMaslow Self actualizationSelf actualization Self esteemSelf esteem Social (love)Social (love) SafetySafety PhysiologicalPhysiological
Alderfer (ERG)Alderfer (ERG) GrowthGrowth RelatednessRelatedness ExistenceExistence
What are the implications of need-based What are the implications of need-based theories for managers?theories for managers?
Need Theories of MotivationNeed Theories of Motivation
EQUITY THEORYEQUITY THEORYEQUITY THEORYEQUITY THEORY
People compare their People compare their outcome/input ratio to outcome/input ratio to that of othersthat of others
ConclusionsConclusions– Ratios are equal (equity Ratios are equal (equity
exists)exists)– Ratios are unequal Ratios are unequal
(inequity exists)(inequity exists)
RESPONSES TO EQUITY/INEQUITYRESPONSES TO EQUITY/INEQUITY
Equity: MaintenanceEquity: Maintenance Inequity:Inequity:
– Change InputsChange Inputs– Change OutcomesChange Outcomes– QuitQuit
REINFORCEMENT THEORYREINFORCEMENT THEORYREINFORCEMENT THEORYREINFORCEMENT THEORY
Behavior is a function Behavior is a function of consequencesof consequences
Behavior that is Behavior that is rewarded persistsrewarded persists
To increase behaviorTo increase behavior– Positive reinforcementPositive reinforcement– negative reinforcementnegative reinforcement
REINFORCEMENT THEORYREINFORCEMENT THEORYREINFORCEMENT THEORYREINFORCEMENT THEORY
To reduce behaviorTo reduce behavior– ExtinctionExtinction– PunishmentPunishment
Immediacy is crucialImmediacy is crucial Implications?Implications?
EXPECTANCY THEORYEXPECTANCY THEORYEXPECTANCY THEORYEXPECTANCY THEORY
People are motivated to do that which they People are motivated to do that which they believe is believe is possiblepossible and and valuablevaluable
Expectancy: Belief that you can performExpectancy: Belief that you can perform Instrumentality: Belief that performance will Instrumentality: Belief that performance will
lead to an outcomelead to an outcome Valence: Value of the outcomeValence: Value of the outcome
EXPECTANCY THEORYEXPECTANCY THEORYEXPECTANCY THEORYEXPECTANCY THEORY
According to expectancy theory, what must According to expectancy theory, what must managers do to motivate their employees?managers do to motivate their employees?– – – – –
GOAL SETTING THEORYGOAL SETTING THEORYGOAL SETTING THEORYGOAL SETTING THEORY
People naturally set goalsPeople naturally set goals Benefits of Goals:Benefits of Goals:
– Increase effortIncrease effort– Direct effortDirect effort– Increase persistenceIncrease persistence
Most effective goals are:Most effective goals are:
Making MBO Work:Making MBO Work:SMARTER GoalsSMARTER Goals
SpecificSpecific MMeasurableeasurable AchievableAchievable RReach/stretch each/stretch (challenging)(challenging) TTarget datesarget dates EEngagingngaging RRewardedewarded
Motivation TheoriesMotivation Theories
Need (Maslow & ERG)Need (Maslow & ERG) EquityEquity ReinforcementReinforcement Expectancy TheoryExpectancy Theory Goal-Setting TheoryGoal-Setting Theory
Effective Rewards & Effective Rewards & Incentive Systems:Incentive Systems:
Recognize Individual Differences Recognize Individual Differences Effective Goal SettingEffective Goal Setting
– Clearly defined measurable targets and expectations Clearly defined measurable targets and expectations – Realistic stretch (under employees’ control)Realistic stretch (under employees’ control)
– Collaboratively setCollaboratively set Remove obstacles/barriersRemove obstacles/barriers Link meaningful/valued rewards to Link meaningful/valued rewards to desireddesired behavior behavior
– Those that fulfill strategic objectives; avoid undesirablesThose that fulfill strategic objectives; avoid undesirables
Reward ASAP after behaviorReward ASAP after behavior Check the system for equity, fairness, consistencyCheck the system for equity, fairness, consistency Remember money is only the beginningRemember money is only the beginning
HERZBERGHERZBERG
Movement vs. MotivationMovement vs. Motivation KITAKITA What’s wrong with KITA? With movement?What’s wrong with KITA? With movement?
TYPES OF MOTIVATIONTYPES OF MOTIVATION Extrinsic Motivation:Extrinsic Motivation:
– "What gets rewarded gets done""What gets rewarded gets done"– Based on extrinsic/tangible rewardsBased on extrinsic/tangible rewards
Intrinsic Motivation:Intrinsic Motivation:– "What is rewarding gets done""What is rewarding gets done"– Based on intrinsic/intangible rewardsBased on intrinsic/intangible rewards
Job designJob design
Job Specialization: Scientific managementJob Specialization: Scientific management– Jobs are simple, easy to learn, economicalJobs are simple, easy to learn, economical– Drawbacks?Drawbacks?
Job designJob design
Job Specialization: Scientific managementJob Specialization: Scientific management– Jobs are simple, easy to learn, economicalJobs are simple, easy to learn, economical
– Drawbacks?Drawbacks?
Job enlargementJob enlargement Job rotationJob rotation Job enrichment (Herzberg)Job enrichment (Herzberg)
– Hygienes (salary, relationships, setting...)Hygienes (salary, relationships, setting...)
– Motivators (responsibility, achievement, Motivators (responsibility, achievement, recognition…)recognition…)
Dissatisfied MotivatedNeutral
Job designJob design
Job enrichment (Herzberg)Job enrichment (Herzberg)– Hygienes (salary, relationships, setting...)Hygienes (salary, relationships, setting...)– Motivators (responsibility, Motivators (responsibility,
achievement, recognition…)achievement, recognition…)
Dissatisfied MotivatedNeutral
Job designJob design
Job enrichment (Herzberg)Job enrichment (Herzberg)– Hygienes (salary, relationships, setting...)Hygienes (salary, relationships, setting...)– Motivators (responsibility, Motivators (responsibility,
achievement, recognition…)achievement, recognition…)
Dissatisfied MotivatedNeutral
Job Characteristics ModelJob Characteristics Model
Core Job Dimensions
Personal & Work
Outcomes
Critical Psychological States
Skill Variety
Task Identity
Task Significance
Autonomy
Feedback
ExperiencedMeaningfulness
of Work
ExperiencedResponsibility for
Outcomes of Work
Knowledge ofActual Results ofWork Activities
High InternalWork Motivation
High-qualityWork Performance
High Satisfactionwith Work
Low Absenteeism& Turnover
IMPLEMENTINGCONCEPTS
CORE JOBDIMENSIONS
CRITICALPSYCHOLOGICAL
STATES
PERSONALWORK
OUTCOMES
Combining Tasks
Forming NaturalWork Units
EstablishingClientRelationships
Vertical Loading
Opening FeedbackChannels
Skill Variety
Task Identity
Task Significance
Autonomy
Feedback
ExperiencedMeaningfulness
ExperiencedResponsibilityfor Outcomesof Work
Knowledge of theActual Results ofWork activities
High InternalWork Motivation
High QualityWork Performance
High Satisfactionwith the Work
Low Absenteeismand turnover
- STRENGTH OF EMPLOYEE’SGROWTH NEEDS
- KNOWLEDGE & SKILLS- CONTEXT SATISFACTION
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