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9-1
The Nature of Motivation
MotivationThe psychological forces that determine the direction of a person’s behavior in an organization, a person’s level of effort, and a person’s level of persistence
9-2
The Nature of Motivation
Direction—possible behaviors the individual could engage in
Effort—how hard the individual will work
Persistence—whether the individual will keep trying or give up
9-3
The Nature of Motivation (cont’d)
Intrinsically Motivated BehaviorBehavior that is performed for its own sake.
Extrinsically Motivated BehaviorBehavior that is performed to acquire material or social rewards or to avoid punishment.
9-5
Expectancy Theory
Motivation will be high when workers believe:High levels of effort will lead to high performance.
High performance will lead to the attainment of desired outcomes.
9-8
Need Theories
Need A requirement for survival and well-being.
Need TheoriesTheories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs.
Basis premise is that people are motivated to obtain outcomes at work to satisfy their needs.
9-9
Maslow’s Hierarchy of Needs
Table 9.1
Self-Self-actualizationactualization
Self-Self-actualizationactualization
Realize one’sRealize one’s full potentialfull potential
Realize one’sRealize one’s full potentialfull potential
Use abilities Use abilities to the fullestto the fullest
Use abilities Use abilities to the fullestto the fullest
EsteemEsteemEsteemEsteem Feel good Feel good about oneselfabout oneself
Feel good Feel good about oneselfabout oneself
PromotionsPromotions and recognitionand recognition
PromotionsPromotions and recognitionand recognition
BelongingnessBelongingnessBelongingnessBelongingness Social Social interaction, loveinteraction, love
Social Social interaction, loveinteraction, love
Interpersonal Interpersonal relations, partiesrelations, parties
Interpersonal Interpersonal relations, partiesrelations, parties
SafetySafetySafetySafety Security, stabilitySecurity, stabilitySecurity, stabilitySecurity, stability Job security, Job security, health insurancehealth insurance
Job security, Job security, health insurancehealth insurance
PhysiologicalPhysiologicalPhysiologicalPhysiological Food, water, Food, water, sheltershelter
Food, water, Food, water, sheltershelter
Basic pay level Basic pay level to buy itemsto buy items
Basic pay level Basic pay level to buy itemsto buy items
NeedsNeeds DescriptionDescription ExamplesExamples
Lower-level needs must be satisfied before Lower-level needs must be satisfied before higher-level needs are addressed.higher-level needs are addressed.
Highest-level Highest-level needsneeds
Lowest-level Lowest-level needsneeds
9-10
Herzberg’s Motivation-Hygiene Theory
Focuses on outcomes that lead to higher motivation and job satisfaction, and those outcomes that can prevent dissatisfaction.Motivator needs relate to the nature of
the work itself and how challenging it isHygiene needs are related to the
physical and psychological context in which the work is performed
9-11
McClelland’s Needs for Achievement, Affiliation, and Power
Need for AchievementA strong desire to perform challenging tasks well and meetpersonal standards for excellence
9-12
McClelland’s Needs for Achievement, Affiliation, and
PowerNeed for Affiliation
Extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him get along with each other
9-13
McClelland’s Needs for Achievement, Affiliation, and
PowerNeed for Power
Extent to which an individual desires to control or influence others
9-14
Equity Theory
Focuses on people’s perceptions of the fairness (or lack of fairness) of their work outcomes in proportion to their work inputs.
9-15
Equity Theory
EquityJustice, impartiality, and fairness to which all organizational members are entitled
InequityLack of fairness
9-16
Goal Setting Theory
Focuses on identifying the types of goals that are effective in producing high levels of motivation and explaining why goals have these effects.
9-17
Learning Theories
Theories that focus on increasing employee motivation and performance by linking outcomes that employees receive to the performance of desired behaviors and the attainment of goals
9-18
Learning Theories
LearningA relatively permanent change in person’s knowledge or behavior that results from practice or experience.
9-19
Operant Conditioning Theory
Operant ConditioningPeople learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences.
9-20
Operant Conditioning Tools
Positive ReinforcementGiving people outcomes they desire when they perform organizationally functional behaviors
Negative ReinforcementEliminating undesired outcomes when people perform organizationally functional behaviors
9-21
Operant Conditioning Tools
ExtinctionCurtailing the performance of a dysfunctional behavior by eliminating whatever is reinforcing it
PunishmentAdministering an undesired/negative consequence when dysfunctional behavior occurs
9-22
Social Learning Theory
A theory that takes into account how learning and motivation are influenced by people’s thoughts and beliefs and their observations of other people’s behavior.
9-23
Social Learning Theory
Vicarious Learning (Observational Learning)Learning that occurs when a learner is motivated to perform a behavior by watching another person perform and be reinforced for doing so
9-24
Pay and Motivation
Pay as a MotivatorExpectancy: Instrumentality, the association
between performance and outcomes, must be high for motivation to be high.
Need Theory: pay is used to satisfy many needs.Equity Theory: pay is given in relation to inputs.Goal Setting Theory: pay is linked to attainment of
goals.Learning Theory: outcomes (pay), is distributed
upon performance of functional behaviors.