Chapter 16 Motivation

Motivation

Chapte

r 16

Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.

2

Motivation

One secret for success in organizations is motivated and enthusiastic employees

With such a diverse workforce, it is a challenge for managers to motivate employees toward common organizational goals

Manager’s Challenge: Pfizer


3

Motivation

Employee motivation theories and models

–Needs –processes

–Reinforcement

How job design can affect employee satisfaction & productivity

Empowerment

Topics

Chapter 16


4

Motivation

Arousal, direction, and persistence of

behavior

Employee motivation affects productivity

Part of a manager’s job is to channel

motivation toward the accomplishment of

organizational goals


5

Two Types of Rewards

Intrinsic rewards--satisfactions a person

receives in the process of performing a

particular action.

Extrinsic rewards--given by another person.


6

Model of Motivation

NEED-Creates desire to fulfill

needs (food, friendship,

recognition, achievement).

BEHAVIOR-

Results in actions

to fulfill needs.

REWARDS-Satisfy

needs; intrinsic or

extrinsic rewards.

FEEDBACK-Reward informs person whether behavior was appropriate and should be used again.


7

Foundations of Motivation

Traditional

Human Relations

Human Resources

Contemporary

•systematic analysis of an employee’s job

•economic rewards for high performance

• noneconomic rewards, such as congenial

work groups

• workers studied as people and the concept

of social man was born

• introduce the concept of the whole person

• employees are complex and motivated by

many factors

• content theories stress the analysis of

underlying human need

• process theories concern the thought

processes that influence behavior

• reinforcement theories focus on employee

learning of desired work behaviors


8

Motivation Content Theories

Hierarchy of Needs Theory

ERG Theory

Two-Factor Theory

Acquired Needs Theory

Emphasize the needs that motivate people


9

Hierarchy of Needs Theory

Physiological Needs

most basic human physical needs

Safety Needs

safe and secure physical and emotional environment

Belongingness Needs

desire to be accepted by one’s peers

Esteem Needs

desire for a positive self-

image and to receive attention

Self-ActualizationNeeds

represent the need forself-fulfillment

Human beings are

motivated by a

hierarchy of

unsatisfied needs.

Abraham Maslow


10

Maslow’s Hierarchy of Needs

Once a need is satisfied, it declines in

importance and the next higher need is

activated

There are opportunities for fulfillment off the

job and on the job in each of the five levels of

needs

Experiential Exercise: What Motivates You?


11

ERG Theory

Existence Needs

the needs for physical well-being

Relatedness Needs

the need for satisfactory relationships

with others

Growth Needs

human potential,

personal growth, and increased

competence


12

Two Factor Motivation Theory

Area of Satisfaction

Area of Dissatisfaction

Motivators

influence

level of

satisfaction.

Hygiene factors

influence level of

dissatisfaction

Motivators

Hygiene

Factors

Achievement

Recognition

Responsibility

Work itself

Personal growth

Working conditions

Pay and security

Company policies

Supervisors

Interpersonal

relationships


13

Acquired Needs Theory

• Need for Achievement desire to accomplish

something difficult, master complex tasks, and

surpass others

• Need for Affiliation desire to form close personal

relationships, avoid conflict, and establish warm

friendships

• Need for Power desire to influence or control

others

David McClelland


14

Motivation Process Theories

Equity Theory

focuses on individuals’ perceptions of how fairly they are treated compared with others

motivated to seek social equity in the rewards they expect for performance


15

Methods for Reducing Perceived Inequities

Change inputs

Change outcomes

Distort perceptions

Leave the job


16

Motivation Process Theories

Expectancy Theory

motivation depends on individuals’ expectations about their ability to perform tasks and receive desired rewards

concerned not with identifying types of needs but with the thinking process that individuals use to achieve rewards

based on the effort, performance, and desirability of outcomes


17

Reinforcement Perspective on Motivation

Reinforcement

Tools

Positive reinforcement in the

administration of a pleasant and

rewarding consequence.

Avoidance learning is the removal of

an unpleasant consequence following a

desired behavior.

Punishment is the imposition of

unpleasant outcomes on an employee.

Extinction is the withdrawal of a

positive reward, behavior is no longer

reinforced and hence is less likely to

occur in the future.


18

Schedules of Reinforcement

Continuous Reinforcement

Partial Reinforcement

Fixed-Interval Schedule

Fixed-Ratio Schedule

Variable-Interval Schedule

Variable-Ratio Schedule


19

Job Design for Motivation

Job design = application of motivational

theories to the structure of work for improving

productivity and satisfaction

Job simplification = job design whose

purpose is to improve task efficiency by

reducing the number of tasks a single person

must do


20


Job Rotation = job design that systematically

moves employees from one job to another to

provide them with variety and stimulation

Job Enlargement = job design that combines

a series of tasks into one new, broader job to

give employees variety and challenge


21


Job Enrichment = job design that

incorporates achievement, recognition, and

other high-level motivators into the work

Work redesign = altering of jobs to increase

both the quality of employee’s work

experience and their productivity


22

Job Characteristics Model

Source: Adapted from J. Richard Hackman and G. R. Oldham, “Motivation through the Design of Work: Test of a Theory,” Organizational Behavior and Human Performance 16 (1976), 256.


23

Motivational Ideas for Turbulent Times

Organizations are increasingly using various

types of incentive compensation as a way to

motivate employees to higher levels of

performance

Variable compensation and forms of at risk

pay are key motivational tools

Ethical Dilemma: Compensation Showdown


24

Empowering People to Meet Higher Needs

Information - Employees receive

information about company performance

Knowledge - Employees have knowledge

and skills to contribute to company goals

Power - Employees have the power to

make substantive decisions

Rewards - Employees are rewarded based

on the company performance

Four Empowering Elements


25

Continuum of Empowerment

Sources: Based on Robert C. Ford and

Myron D. Fottler, “Empowerment: A

Matter of Degree,” Academy of

Management Executive 9, no. 3 (1995),

21-31; Lawrence Holpp, “Applied

Emplowerment,” Training (February

1994), 39-44; and David P. McCaffrey,

Sue R. Faerman, and David W. Hart,

“”The Appeal and Difficulties of

Participative Systems,” Organization

Science 6, no. 6 (November-December

1995), 603-627.


26

Giving Meaning to Work

To meet higher-level motivational needs and

help people get intrinsic rewards from their

work is to instill a sense of importance and

meaningfulness


27

Motivational Ideas for Turbulent Times

Role of today’s manager is not to control

others but to organize the workplace in such

a way that each person

Can learn

Contribute

Grow

Leadership & Management

Chapter 16 Motivation