ManagementChapter 12

Motivating for high PerformanceMotivating for high Performance

12–2

Motivation and PerformanceMotivation and Performance

• Motivation–The willingness to achieve organizational

objectives.

• Motivation Process–Employees go from need to motive to behavior to

consequence to satisfaction or dissatisfaction.

12–3

How Motivation Affects PerformanceHow Motivation Affects Performance

• Expectations, Motivation, and Performance–Self-fulfilling prophecy

• “If you believe you can, or if you believe you can’t, then you are right”—Henry Ford

• If you think you will be successful, then you will be.

• The Performance Formula–Performance = Ability x Motivation x Resources

• For maximum performance levels, all three factors must be high.

12–4

Major Motivation TheoriesMajor Motivation Theories

Content MotivationContent MotivationTheoriesTheories

Content MotivationContent MotivationTheoriesTheories

Process MotivationProcess MotivationTheoriesTheories

Process MotivationProcess MotivationTheoriesTheories

ReinforcementReinforcementTheoryTheory

ReinforcementReinforcementTheoryTheory

Major Motivation Major Motivation TheoriesTheories

Major Motivation Major Motivation TheoriesTheories

12–5

Motivation: Content TheoriesMotivation: Content Theories

• Content Motivation Theories–Focus on identifying and understanding

employees’ needs.• Hierarchy of needs theory

• ERG theory

• Two-factor theory

• Acquired needs theory

12–6

Maslow’s Hierarchy of Needs TheoryMaslow’s Hierarchy of Needs Theory

• Hierarchy of Needs– Only unmet needs motivate.– People’s needs are arranged in order of importance for basic to

complex.• Satisfaction of lower level needs precedes satisfaction of higher

levels needs.– There are five classifications of needs:

• Physiological Needs: These are people’s primary or basic needs: air, food, shelter, etc.

• Safety Needs: Once the physiological needs are met, the individual is concerned with safety and security.

• Social Needs: After establishing safety, people look for love, friendship, acceptance, and affection.

• Esteem Needs: They include status, self-respect, recognition, and a feeling of self-confidence and prestige.

• Self-Actualization Needs: These include developing one’s full potential through growth, achievement, and advancement.

12–7

How Managers Motivate with

Maslow’s Hierarchy of Needs Theory

How Managers Motivate with

Maslow’s Hierarchy of Needs Theory

Exhibit 12–2

12–8

Alderfer’s ERG TheoryAlderfer’s ERG Theory

• ERG theory–Proposes that employees are motivated by three

needs:• Existence: physiological and safety needs.

• Relatedness: social needs.

• Growth: esteem and actualization.

–Needs can be active on more than one level at the same time.

• Starving actor: being hungry and wanting fame and fortune.

12–9

TWO factors TheoryTWO factors Theory

Two-Factor Theory• Herzberg’s Two-factor theory proposes that employees are motivated by

motivators rather than maintenance factors. – Maintenance factors are also called hygiene motivators because motivation

comes from outside the job itself; they include pay, job security, title; working conditions; fringe benefits; and relationships.

– Motivators are called intrinsic motivators because motivation comes from the work itself’ they include achievement, recognition, challenge, and advancement.

• Herzberg Two continuums exist: not dissatisfied with the environment (maintenance) to dissatisfied, and satisfied with the job itself (motivators) to not satisfied.

• Herzberg contended that providing maintenance factors will keep employees from being dissatisfied, but it will not make them satisfied or motivate them.

12–10

Herzberg’s Two-Factor TheoryHerzberg’s Two-Factor Theory

Exhibit 12–3

12–11

McClelland’s Acquired Needs TheoryMcClelland’s Acquired Needs Theory

• Acquired Needs Theory–Proposes that employees are motivated by their

need for achievement, power, and affiliation.• Need for Achievement (n Ach): the desire for

responsibility and accomplishment.

• Need for Power (n Ach): the desire to control the situation and influence others.

• Need for Affiliation (n Aff): the tendency to be liked and to seek close relationship with others.

12–12

A Comparison of Four Content

Motivation Theories

A Comparison of Four Content

Motivation Theories

Exhibit 12–4

12–13

Motivation: Process TheoriesMotivation: Process Theories

• Process Motivation Theories–Focus on understanding how employees choose

behavior to fulfill their needs.• Equity theory

• Goal-setting theory

• Expectancy theory

12–14

Adams’s Equity TheoryAdams’s Equity Theory

• Equity Theory–Proposes that employees are motivated when their

perceived inputs equal outputs.–People compare their inputs (contributions to the

organization) and outputs (rewards) to that of relevant others and conclude that they are:

• Underrewarded

• Overrewarded

• Equitably rewarded

12–15

Goal-Setting TheoryGoal-Setting Theory

• Goal-Setting Theory–Proposes that achievable but difficult goals

motivate employees, leading to higher levels of motivation and performance.

• Goals provide an attractive challenge to high-performing individuals who have a strong need for achievement.

• Goals provide a sense of purpose—why we are working to accomplish a given task.

• Goals require action plans to achieve goals and measure progress.

12–16

Vroom’s Expectancy TheoryVroom’s Expectancy Theory

• Expectancy Theory–Proposes that employees are motivated when they

believe they can accomplish the task and the rewards for doing so are worth the effort.

–Motivation = expectancy x valence• Expectancy: the person’s perception of his or her ability

to accomplish an objective.

• Valence: the value the person places on the outcome or reward for his or her performance.

12–17

Reinforcement TheoryReinforcement Theory

• Reinforcement Theory–Proposes that through the consequences for

behavior employees will be motivated to behave in predetermined ways.

StimulusResponding

BehaviorConsequences of

Behavior(Reinforcement)

12–18

Types of ReinforcementTypes of Reinforcement

• Positive Reinforcement–Encouraging continued behavior by offering

attractive consequences (rewards) for desirable performance.

• Avoidance Reinforcement (Negative Reinforcement)–Encouraging continued desirable behavior to

avoid a negative consequence.

12–19

Types of Reinforcement (cont’d)Types of Reinforcement (cont’d)

• Extinction–Discouraging undesirable behavior by withholding

reinforcement when the behavior occurs.

• Punishment–Providing an undesirable consequence for the

undesirable behavior.

12–20

Schedules of ReinforcementSchedules of Reinforcement

• Continuous Reinforcement–Each and every desirable behavior is reinforced.

• Intermittent Reinforcement Schedules–Time-based

• Fixed interval

• Variable interval

–Output-based• Fixed ratio

• Variable ratio

12–21

Giving PraiseGiving Praise

Model 12–1

1. Tell the employee exactly what was done correctly.

1. Tell the employee exactly what was done correctly.

2. Tell the employee why the behavior was important.

2. Tell the employee why the behavior was important.

3. Stop for a moment of silence.

3. Stop for a moment of silence.

4. Encourage repeat performance.

4. Encourage repeat performance.

12–22

The Motivation Process with the

Motivation Theories

The Motivation Process with the

Motivation Theories

Exhibit 12–6