CHAPTER 11:MOTIVATING FOR HIGH PERFORMANCE

CH 11© 2015 SAGE Publications

Motivation• The internal process leading to behavior to satisfy

needs• The primary reason people do what they do is to meet

their needs or wants

The Role of Expectations In Motivation And Performance• The expectations of the manager can effect the

performance of the employee.• Managerial treatment of an employee is a major factor

in how employees performed.

How Motivation Affects Behavior• The level of performance is determined by three

interdependent factors:• Ability• Motivation• Resources

Performance Formula• Performance formula:

• Performance = Ability x Motivation x Resources• Ability and motivation are driving forces of behavior to

create the level of performance• The key to success:

• What do you like to do?• What are you good at doing?• Do you have the resources to achieve your goals?

Content Motivation Theories• Focus on identifying people’s needs in order to

understand what motivates them• Needs Hierarchy

• ERG Theory

• Two-Factor Theory

• Manifest Needs Theory

Major Motivation Theories

Needs Hierarchy Theory• Three major assumptions:• Only unmet needs motivate• People’s needs are arranged in order of importance

(hierarchy), going from basic needs to more complex needs• People will not be motivated to satisfy a higher-level need

unless the lower-level need(s) has been satisfied

Needs Hierarchy Theory• Five classifications of needs:

ERG Theory• Reorganizes Maslow’s needs hierarchy into three levels

of needs:• Existence: physiological and safety needs• Relatedness: social needs• Growth: esteem and self-actualization needs

• Maintains the higher- and lower- order needs• Also maintains that unsatisfied needs motivate

individuals

Needs Hierarchy vs ERG Theory

Self-Actualization

Esteem

Social

Safety

Physiological

Growth

Relatedness

Existence

Lower-level needs

Higher-level needs

Two-Factor Theory (Herzberg)

• The two-factor theory proposes that employees are motivated by motivators rather than by maintenance factors. • Maintenance factors (extrinsic):

• lower level needs because the motivation comes from outside the job• Motivators (intrinsic):

• higher level needs in which the motivation comes from the work itself

Two-Factor Theory• Providing maintenance factors keeps people from being

dissatisfied, but does not motivate• Organizations need to ensure that employees are not

dissatisfied with maintenance factors and focus on motivating them through their jobs

• Employees are more motivated when they feel they are doing meaningful work

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

for achievement, power, and affiliation.• It is also called learned needs and three needs theory

because of three needs:• The Need for Achievement • The Need for Power• The Need for Affiliation

Acquired Needs Theory• The Acquired Needs Theory holds that needs are based

on personality and are developed and learned as people interact with the environment.

• Managers tend to have a high need for power, followed by a high need for achievement, and a low need for affiliation.

Four Content Motivation Theories

Process Motivation Theories• Attempt to understand how and why people are

motivated• Expectancy Theory• Equity Theory

The Motivation Process and the Motivation Theories

Expectancy Theory (Vroom)

• Motivation = Expectancy x Valence• Expectancy: Perception of one’s ability to accomplish an

objective• The higher one’s expectancy, the better the motivation

• Valence: the value a person places on the outcome or reward• The higher the value (importance) of the outcome or

reward, the better the motivation

Expectancy Theory• Clearly define objectives and the performance needed

to achieve them• Tie performance to rewards• Be sure rewards have value to employees• Gain trust from employees

Equity Theory (Adam)

• People compare their inputs and outputs to that of relevant others• Equitably Rewarded• Under Rewarded• Over Rewarded

• Employees must perceive that they are being treated fairly, relative to others

Reinforcement Theory (Skinner)

Stimulus Response Consequences

(Behavior / Performance) (Reinforcement / Positive or Negative)

• Behavior can be controlled through the use of rewards• Behavior is learned through experiences of positive and

negative consequences

Types of Reinforcement• Positive Reinforcement

• Generally works better than punishment, especially when training employees

• Avoidance reinforcement • Also called negative reinforcement, used to encourage

continued desirable behavior

• Punishment• Involves the actual use of a negative consequence to decrease

undesirable behavior• Extinction:

• Attempt to reduce or eliminate a behavior withholding reinforcement when an undesirable behavior occurs

Types of Reinforcement

Schedules Of Reinforcement

• Each and every desired behavior is reinforced• Real-time feedback to

employees• Piece rate productivity

reward for each unit produced

• Reward is given based on the passage of time or output• Fixed interval schedule• Variable interval schedule• Fixed ratio schedule• Variable ratio schedule

Continuous Reinforcement Intermittent Reinforcement

Rewards and Recognition Theory Reward

Hierarchy of needs and ERG Lower level: FinancialUpper level: Nonfinancial

Two-factor theory Maintenance needs: FinancialMotivators: Nonfinancial

Acquired needs theory Varies

Equity theory Equitable financial and nonfinancial

Goal-setting theory Financial and nonfinancial

Expectancy theory Dependent on what is valued

Reinforcement theory Positive reward and negative punishment