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McGraw-Hill/Irwin 2010 Modified by Jackie Kroening 2011 MOTIVATION: INCREASING PRODUCTIVITY Chapter 6

MOTIVATION: INCREASING PRODUCTIVITY

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Chapter 6. MOTIVATION: INCREASING PRODUCTIVITY. What is Motivation. Motivation is the willingness to make an effort toward accomplishment. Organizational climate is the emotional weather within an organization that affects worker morale, attitudes, stress levels, and communication. - PowerPoint PPT Presentation

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Page 1: MOTIVATION: INCREASING PRODUCTIVITY

McGraw-Hill/Irwin 2010 Modified by Jackie Kroening 2011

MOTIVATION:INCREASING PRODUCTIVITY

Chapter 6

Page 2: MOTIVATION: INCREASING PRODUCTIVITY

Parts taken from Human Relations 4ed

What is Motivation

Motivation is the willingness to make an effort toward accomplishment.

Organizational climate is the emotional weather within an organization that affects worker morale, attitudes, stress levels, and communication.

Morale is the overall mood of an individual or group, based on attitudes and satisfaction.

Page 3: MOTIVATION: INCREASING PRODUCTIVITY

Parts taken from Human Relations 4ed

Extrinsic rewards are intended to provide motivational incentives. Salary Bonuses Promotions and praise High grades in classes

What is Motivation

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Parts taken from Human Relations 4ed

Intrinsic rewards are internal factors related to the value of work. The amount of creativity allowed. Degree of responsibility. Satisfaction of helping others. A work ethic. A sense of self-identity, self-fulfillment, and

self-worth. The social value of work. Social and community roles.

What is Motivation

Page 5: MOTIVATION: INCREASING PRODUCTIVITY

Parts taken from Human Relations 4ed

Assumptions of Maslow’s theory Unsatisfied needs motivate or influence a

person’s behavior. Satisfied needs do not motivate the person’s

behavior. Needs are arranged by order of importance. A need in the hierarchy will not be a motivator

until those below it are already satisfied.

Need-Based Theories of Motivation

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Parts taken from Human Relations 4ed

Esteem needsNeed for self-esteem,

achievement, competence,and independence; need for

recognition and respect from others

Belongingness and love needsNeed to love and be loved, to belong

and be accepted; need to avoid loneliness and alienation

begins at the base with physiological needs that must be satisfied first

then higher-level safety needs become active that must be satisfied

then belonging needs become active

beyond this lies esteem needs

beyond this lies the need to actualize one’s full unique potential

** Maslow’s Hierarchy of Needs **

Self-actualization needsNeed to live up to one’s

fullest and unique potential

Safety needsNeed to feel that the world is organized and

predictable; need to feel safe, secure, and stable

Physiological needsNeed to satisfy hunger and thirst

Page 7: MOTIVATION: INCREASING PRODUCTIVITY

Parts taken from Human Relations 4ed

Alderfer’s ERG theory Existence needs: Physical well-being as a

human. Relatedness needs: Part of esteem needs

that are external or socially fulfilling. Growth needs: Internal esteem needs.

Frustration-regression principle: People who fail to reach a higher need level become frustrated, regress to a lower need level, and stay there for some time.

Need-Based Theories of Motivation

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Parts taken from Human Relations 4ed

McClelland’s Manifest Needs theory - All people have needs that motivate them in life and on the job. Power needs - Desired by individuals who

want to control and influence other people. Affiliation needs - Occur in people who want to

be accepted and liked by others. Achievement needs - Occur in people who are

goal oriented and take personal responsibility for achievements.

Need-Based Theories of Motivation

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Parts taken from Human Relations 4ed

Herzberg’s Two-Factor Theory

Need-Based Theories of Motivation

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Parts taken from Human Relations 4ed

Need-Based Theories of Motivation

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Parts taken from Human Relations 4ed

Job enrichment as a motivator Factors necessary for job enrichment

to be effective: Skill variety - The opportunity and ability

to use different skills in one’s position at work.

Task identity - Worker’s perception of the meaningfulness of a job.

Need-Based Theories of Motivation

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Parts taken from Human Relations 4ed

Task significance - Worker’s perception that the task directly affects other people’s work or lives.

Autonomy - Ability to act and make self decisions without undue interference from management.

Feedback- Allows individuals to know how well they are performing.

Need-Based Theories of Motivation

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Parts taken from Human Relations 4ed

Need-Based Theories of Motivation

Hackman-Oldham JobEnrichment model

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Parts taken from Human Relations 4ed

Behavior-Based Theories of Motivation

Expectancy theory Developed by Victor Vroom. Explains human behavior in

terms of people’s goals, choices, and the expectation that goals will be reached.

Its main concepts are expectancy, instrumentality, and valence.

Page 15: MOTIVATION: INCREASING PRODUCTIVITY

Parts taken from Human Relations 4ed

Expectancy - Efforts would result in better performance.

Instrumentality - Something good (or bad) comes from an increase in effort.

Valence - The value a person places on a reward.

Behavior-Based Theories of Motivation

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Parts taken from Human Relations 4ed

Reinforcement Theory and Behavior Modification

Reinforcement theory explains human behavior in terms of repetition. Behavior that is rewarded enough times is

repeated. Behavior that repeatedly receives no

reward will probably discontinue. The process of changing behavior because

of a reward, or a lack of reward, is called behavior modification.

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Parts taken from Human Relations 4ed

Goal setting allows employees to set their own goals.

Employees’ commitment to goals increase by: Participation in the goal-setting process. Setting up challenging goals that are attainable,

specific, and attractive. Providing feedback. Rewarding employees.

Reinforcement and values help improve the feelings of value and worth in employees.

Reinforcement Theory and Behavior Modification

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Parts taken from Human Relations 4ed

Motivation and Self-Esteem

Self-esteem and job performance Low self-esteem keeps an individual from

making risky decisions when job calls for creativity in decision making.

Person with low self-esteem may perform at exactly the level where others expect performance to be, so as not to threaten others’ values.

Page 19: MOTIVATION: INCREASING PRODUCTIVITY

Parts taken from Human Relations 4ed

Strategies for Success

Applying McClelland’s theory: Take a look at Your needs. What you want in life. How the need areas apply in workplace.

Changing your behavior: Change a behavior or bad habit. Take small steps to reach your goal. Find a small reward to motivate you. Reward yourself to reinforce the desired behavior.