Chapter 13 Motivation

Chapter 13

Prepared byDeborah Baker

Texas Christian University

Management4th Edition

Chuck Williams

Motivation

What Would You Do?

Wegmans is feeling the pressure from Wal-Mart

How can Wegmans differentiate themselves in the highly competitive grocery business?

Wegmans can’t compete on price, so outstanding customer service is key

Wegmans’ Headquarters, Rochester, New York.

How can you motivate people to work at Wegmans? How do you motivate them to give exceptional service and make a career there?

What Is Motivation?

After reading this section, you should be able to:

1. explain the basics of motivation.

Motivation

InitiationInitiation PersistencePersistence

DirectionDirection

Basics of Motivation

Extrinsicand Intrinsic

Rewards

Extrinsicand Intrinsic

Rewards

MotivatingPeople

Effortand

Performance

NeedSatisfaction

Effort and Performance

1.11.1

PerformancePerformancePerformancePerformance

EffortEffortEffortEffort

• InitiationInitiation• DirectionDirection• PersistencePersistence

Effort and Performance

Job performance how well someone performs the job

Motivation effort put forth on the job

Ability capability to do the job

Situational Constraints external factors affecting performance

Job Performance = Motivation x Ability x Situational Constraints

1.11.1

Doing the Right Thing

Faking It, Not Making It

With technology, you may be tempted to look like you’re working hard when you aren’t

But, you’re usually leaving “tracks” and“footprints” along the way

Motivation is all about effort. Work hard foryour company, your customers, and yourself.

Faking It, Not Making It

With technology, you may be tempted to look like you’re working hard when you aren’t

But, you’re usually leaving “tracks” and“footprints” along the way

Motivation is all about effort. Work hard foryour company, your customers, and yourself.

Need Satisfaction

Needs physical or psychological requirements must be met to ensure survival and well being

Unmet needs motivate people

Three approaches: Maslow’s Hierarchy of Needs Alderfer’s ERG Theory McClelland’s Learned Needs Theory

1.21.2

Adding Needs Satisfaction to the Model

1.21.2

Maslow’s Hierarchy of Needs

EsteemEsteem

BelongingnessBelongingness

Safety Safety

PhysiologicalPhysiological

Self-ActualizationSelf-Actualization

1.21.2

Aldefer’s ERG Theory

RelatednessRelatedness

ExistenceExistence

GrowthGrowth

1.21.2

McClelland’s Learned Needs Theory

AchievementAchievement

AffiliationAffiliation

PowerPower

1.21.2

Needs Classification

McClelland’sMcClelland’sLearned NeedsLearned Needs

Alderfer’sAlderfer’sERGERG

Maslow’sMaslow’sHierarchyHierarchy

Higher-Order Needs

Lower-Order Needs

Self-ActualizationEsteemBelongingness

SafetyPhysiological

GrowthRelatedness

Existence

PowerAchievementAffiliation

Adapted From Exhibit 13.4

1.21.2

Extrinsic and Intrinsic Rewards

Extrinsic Rewards tangible and visible to

others given contingent on

performance

Intrinsic Rewards natural rewards associated with

performing the task for its own sake1.31.3

Extrinsic Rewards

Extrinsic Rewards motivate people to:

Join the organizationRegularly attend their jobsPerform their jobs wellStay with the organization

1.31.3

Intrinsic Rewards

Intrinsic Rewards include:

Sense of accomplishment

Feeling of responsibility

Chance to learn something new

The fun that comes from performing an interesting, challenging, and engaging task

1.31.3

The Most Important Rewards

Good benefits

Health insurance

Job security

Vacation time

Interesting work

Learning new skills

Independent work situations

1.31.3

Extrinsic

Intrinsic

Adding Rewards to the Model

1.31.3

Motivating with the Basics

Ask people what their needs are

Satisfy lower-order needs first

Expect people’s needs to change

Satisfy higher order needs by looking for ways to allow employees to experience intrinsic rewards

1.41.4Adapted from Exhibit 13.6

How Perceptions and ExpectationsAffect Motivation

After reading these sections, you should be able to:

2. use equity theory to explain how employees’perceptions of fairness affect motivation.

3. use expectancy theory to describe how workers’ expectations about rewards, effort, and the linkbetween rewards and performance influence motivation.

Equity Theory

Componentsof

Equity Theory

Reaction toPerceivedInequity

MotivatingPeople UsingEquity Theory

Components of Equity Theory

Inputs employee contributions to the organization

Outcomes rewards employees receive from the

organization

Referents comparison others

Outcome/input (O/I) ratio

2.12.1

Outcomesself

Inputsself

Outcomesreferent

Inputsreferent

Inequity

When a person’s O/I ratio differs from their referent’s O/I ratio

Underreward referent’s O/I ratio is greater than yours experience anger or frustration

Overreward referent’s O/I ratio is less than yours experience guilt

2.12.1

How People Perceive Inequity

Are perceptions of equity culturally bound?

2.22.2

How People React to Perceived Inequity

Reduce inputs Increase outcomes Rationalize inputs or outcomes Change the referent Leave

2.22.2

Adding Equity Theoryto Model

2.22.2

Motivating with Equity Theory

Look for and correct major inequities Reduce employees’ inputs Make sure decision-making processes are fair

distributive justice procedural justice

Expectancy Theory

Motivating withExpectancy

Theory

Motivating withExpectancy

Theory

Components ofExpectancy

Theory

Components of Expectancy Theory

ValenceValence

ExpectancyExpectancy

InstrumentalityInstrumentality

Adding Expectancy Theory to Model

Increasing Expectancy

One way to increase expectancy is to train employees.

3.13.1

Motivating with Expectancy Theory

Systematically gather information to find out what employees want from their jobs

Clearly link rewards to individual performance

Empower employees to make decisions which enhance expectancy perceptions

How Rewards and Goals Affect Motivation

After reading these sections, you should be able to:

4. explain how reinforcement theory works and how it can be used to motivate.

5. describe the components of goal-setting theory and how managers can use them to motivate workers.

6. discuss how the entire motivation model can be used to motivate workers.

Reinforcement Theory

Componentsof

ReinforcementTheory

Componentsof

ReinforcementTheory

Schedules forDelivering

Reinforcement

Schedules forDelivering

Reinforcement

Motivating withReinforcement

Theory

Motivating withReinforcement

Theory

Reinforcement Theory

A theory that states that behavior is a function of its consequences, that behaviors followed by positive consequences will occur more frequently, and that behaviors followed by negative consequences, or not followed by positive consequences, will occur less frequently.

Reinforcement Contingencies

Positive reinforcement desirable consequence strengthens behavior

Negative reinforcement withholding unpleasant consequence

strengthens behavior

Punishment unpleasant consequence weakens behavior

Extinction no consequence weakens behavior

4.14.1

Adding Reinforcement Theory to Model

4.14.1

Schedules for Delivering Reinforcement

4.24.2

Intermittent

Continuous

Continuous Reinforcement Schedules

4.24.2

Continuous Reinforcement Schedules

A schedule that requires a consequence to be administered following every instance of a behavior.

Intermittent Reinforcement Schedules

VariableVariable

Interval(Time)

Ratio(Behavior)

consequences followbehavior after a fixed time has elapsed

Consequences followbehavior after differenttimes that vary aroundan average time

Consequences follow a specific number of behaviors

Consequences followa different number ofbehaviors that vary around an average number

Motivating with Reinforcement Theory

Identify, measure, analyze, intervene, and evaluate

Don’t reinforce the wrong behavior

Correctly administer punishment at the appropriate time

Choose the simplest and most effective schedule of reinforcement

What Really Works

Financial Rewards10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Overall 68%

manufacturing 84%

service 61%

probability of success

4.34.3

Financial, Nonfinancial, and Social Rewards

Nonfinancial Rewards10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Overall 58%

manufacturing 87%

service 54%

probability of success

4.34.3

What Really Works

Social Rewards 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

probability of success 63%

Financial and Nonfinancial Rewards10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

4.34.3

What Really Works

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Nonfinancial and Social Rewards10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Financial and Social Rewards

4.34.3

What Really Works

Goal-Setting Theory

Goal-Setting Theory relates to the basic model: desire to meet a goal prompts

effort.

PerformancePerformancePerformancePerformance

EffortEffortEffortEffortInitiationInitiationDirectionDirectionPersistencePersistence

Goal-Setting Theory

Goal Specificity the clarity of goals

Goal Difficulty how challenging goals are

Goal Acceptance how well goals are agreed to or understood

Performance Feedback information on goal progress

5.15.1

Setting Goals

JetBlue has what is perhaps the industry’s most aggressive goal relative to baggage handling: from plane’s hold to baggage claim in 20 minutes.

5.15.1

Adding Goal-Setting Theory to Model

5.15.1

Motivating with Goal-Setting Theory

Assign specific, challenging goals

Make sure workers truly accept organizational goals

Provide frequent, specific performance-related feedback

5.25.2

Motivating with the Integrated Model

Motivating with the Basics

Motivating with Equity Theory

Motivating with Expectancy Theory

Motivating with Reinforcement

Theory

Motivating with Reinforcement

Theory

Motivating with Goal-Setting Theory

Motivating with the Integrated Model

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