Management Chapter 16 Motivation

© Prentice Hall, 2005 1 - 1


ObjectivesObjectivesObjectivesObjectives1.A basic understanding of human motivation

2.Insights into various human needs

3.An appreciation for the importance of motivating organization members

4.An understanding of various motivation strategies


The Motivation ProcessThe Motivation ProcessThe Motivation ProcessThe Motivation ProcessDefining Motivation

Process Theories of MotivationThe Needs-Goal Theory of Motivation

The Role of Individual Needs

The Vroom Expectancy Theory of MotivationMotivation and Perceptions

Equity Theory of MotivationTo right the inequity some will :

1. Change their work inputs2. Try to change the compensation3. Try to change their own perception4. Leave the situation


The Motivation ProcessThe Motivation ProcessThe Motivation ProcessThe Motivation Process




The Motivation ProcessThe Motivation ProcessThe Motivation ProcessThe Motivation ProcessProcess Theories of Motivation (continued)

The Porter–Lawler Theory of Motivation

The Motivation Process

1. Perceived value

2. Effectively accomplishes

3. Perceived fairness




The Motivation ProcessThe Motivation ProcessThe Motivation ProcessThe Motivation ProcessContent Theories of Motivation: Human Needs

Maslow’s Hierarchy of Needs Physiological needs Security needs Social needs Esteem needs Self-actualization needs

Alderfer’s ERG Theory1. Existence needs2. Relatedness needs3. Growth needs




The Motivation ProcessThe Motivation ProcessThe Motivation ProcessThe Motivation ProcessContent Theories of Motivation: Human Needs (continued)

Argyris’s Maturity-Immaturity Continuum1. From a state of passivity to increasing activity

2. From a state of dependence on others to relative independence

3. From being capable of behaving only in a few waysto being capable of behaving in many different ways

4. From having erratic, casual, shallow, and quickly dropped intereststo having deeper, more lasting interests

5. From having a short time perspective to having a much longer one

6. From being in a subordinate positionto aspiring to occupy an equal or superordinate position

7. From a lack of self-awareness to awareness and control over self


The Motivation ProcessThe Motivation ProcessThe Motivation ProcessThe Motivation ProcessContent Theories of Motivation: Human Needs (continued)

McClelland’s Acquired Needs Theory1. Need for achievement (nAch)

2. Need for power (nPower)

3. Need for affiliation (nAff)


Motivating Organization MembersMotivating Organization MembersMotivating Organization MembersMotivating Organization MembersThe Importance of Motivating Organization Members

Strategies for Motivating Organization MembersManagerial Communication

Theory X–Theory Y

Job DesignEarlier Job Design Strategies

Job Rotation Job Enlargement

Job Enrichment Job Enrichment and Productivity

Flextime Advantages of Flextime


Motivating Organization MembersMotivating Organization MembersMotivating Organization MembersMotivating Organization Members








Motivating Organization MembersMotivating Organization MembersMotivating Organization MembersMotivating Organization MembersStrategies for Motivating Organization Members (continued)

Behavior Modification

Reinforcement

Punishment

Applying Behavior Modification

1. Giving different levels of rewards to different workers

2. Telling workers what they are doing wrong

3. Punishing workers privately

4. Always giving out rewards and punishments that are earned


Motivating Organization MembersMotivating Organization MembersMotivating Organization MembersMotivating Organization MembersStrategies for Motivating Organization Members (continued)

Likert’s Management Systems System 1—Lack of confidence or trust System 2—Condescending confidence and trust System 3—Substantial confidence System 4—Complete trust and confidence

Styles, Systems, and Productivity

Monetary Incentives

Nonmonetary Incentives




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Management Chapter 16 Motivation