ch05 Motivation.pptx

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Chapter 5Organizational

Behavior Nelson & Quick,

6th edition

Motivation

at Work



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Definition of Motivation

Motivation - the

process of

arousing andsustaining goal-

directed

behavior

hotos courtesy of Clips !nline ©200" #icrosoft Corporation



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Early hilosophers

!nternal Motivational "heories

Ma# We$er

– $or% contributes to salvation

–

rotestant $or% ethic

%i'und (reud - sychoanalysis

delve into the unconscious &ind to

better understand a person's &otivesand needs



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Early hilosophers

E#ternal Motivational "heories

)da' %'ith

• ()nlightened* self-interest+ that $hich is in

the best interest and benefit to the

individual and to other people

• echnology is a labor productivity &ultiplier

(rederick "aylor

• ounder of scientific &anage&ent• )&phasi.ed cooperation bet$een

&anage&ent and labor to enlarge profits



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E'ployee *econition

and +nership

• /uilt on S&ith and aylor's theories

• )&phasi.e eternal incentives

•

Ai&ed at reducing turnover+building co&&it&ent

• (eelings of o$nership* increases

organi.ational citi.enship behavior

1includes both psychological needs and

eternal incentives

)&ployee!f the

#onth




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Maslos .ierarchy of Needs

hysiological

Safety 3 Security

Love 1Social

)stee&

SANeed hierarchy - theory that behavior is

deter&ined by a

progression of

physical, social, and

psychological needs



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Motivational "heories / & 0

"heory /

A set of assu&ptions of ho$ to

&anage individuals $ho are

&otivated by lo$er order needs

"heory 0

A set of assu&ptions of ho$ to

&anage individuals $ho are&otivated by higher order needs4



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.u'an Needs, "heory /,

and "heory 0

"heory /hysiological

Safety 3 Security

"heory 0

Love 1Social

)stee&

SA



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• 5aturally indolent

• Lac% a&bition, disli%e

responsibility, and prefer to be led• 6nherently self-centered and

indifferent to organi.ational needs

• 5aturally resistant to change• 7ullible, not bright, ready dupes

SOURCE: Adapted from Table 5.1 which is from “The Hma! Side of E!terprise" b#

$o%las &. &c're%or( repri!ted from Management Review ( )o*ember 1+5,. Cop#ri%ht1+5, America! &a!a%eme!t Associatio! -!ter!atio!al. Repri!ted b# permissio! of America!

&a!a%eme!t Associatio! -!ter!atio!al( )ew or/( ). All ri%hts reser*ed.

http:00www.ama!et.or%.

Mc1reors )ssu'ptions

)$out eople 2ased on "heory /

hotos courtesy of Clips !nline

©200" #icrosoft Corporation



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• assive and resistant behaviors notinherent8 result of organi.ationaleperience

• eople possess – #otivation

– evelop&ent potential

–

Capacity for assu&ing responsibility – :eadiness to direct behavior to$ard

organi.ational goals


)$out eople 2ased on "heory 0





hotos courtesy of Clips !nline

©200" #icrosoft Corporation



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)$out eople 2ased on "heory 0

#anage&ent's tas% - arrange conditions

and operational &ethods so people can

achieve their o$n goals by directing

efforts to organi.ational goals





!rgani.ation's

goals

6ndividual's

goals



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)lderfers E*1 "heory

)istence

:elatedness

7ro$th

hysiological

Safety 3 Security

Love 1Social

)stee&

SA



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McClellands Need "heory3

Need for )chieve'entNeed for )chieve'ent - a

&anifest 1easily perceived

need that concerns individuals'

issues of ecellence,

co&petition, challenging

goals, persistence, and

overco&ing difficulties




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Need for oer Need for oer - a &anifest 1easily

perceived need that concerns an

individual's need to &a%e an i&pact onothers, influence others, change people

or events, and &a%e

a difference in life




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Need for )ffiliationNeed for )ffiliation - a&anifest 1easily

perceived need thatconcerns an individual'sneed to establish and

&aintain $ar&, close,inti&ate relationships$ith other people




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Self-actuali.ation

4 Motivational Need "heories

Maslo )lderfer McClelland

;igher

!rder 5eeds

Lo$er

!rder

5eeds

)stee&

self

interpersonal

Safety 3 Security

interpersonal

physical

5eed for

Achieve&ent

5eed foro$er

:elatedness 5eed for

Affiliation

)istence

7ro$th

/elongingness

1social 3 love

hysiological

Mc1reor

heory <

heory =

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.er$ers "o-(actor "heory

Motivation (actor -

$or% condition related to thesatisfaction of the need for

psychological gro$th – >ob enrich&ent – leads to superior perfor&ance 3

effort



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.er$ers "o-(actor "heory

.yiene (actor -

$or% condition related todissatisfaction caused by

disco&fort or pain – &aintenance factor – contributes to e&ployee's feeling not

dissatisfied

– contributes to absence of co&plaints



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Motivation-.yiene

"heory of Motivation

;ygiene factors avoid >ob dissatisfaction

? Co&pany policy 3

ad&inistration? Supervision? 6nterpersonal relations? Wor%ing conditions? Salary? Status? Security

SOURCE: Adapted from rederic/ Her2ber%( The Managerial Choice: To be Efficient or to Be

Human. 3Salt 4a/e Cit#: Ol#mps( 1+67. Repri!ted b# permissio!.

• Achieve&ent• Achieve&ent recognition• Wor% itself • :esponsibility• Advance&ent

• 7ro$th• %alary

#otivation factors increase >ob satisfaction



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Motivation-.yiene

Co'$inations

1#otivation @ #, ;ygiene @ ;



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Questions on .er$ers "heory

• 6s salary a hygiene or a

&otivational factor

• What role do individual differences

1age, se, social status, education

play

• What role do intrinsic >ob factors

1$or% flo$ process play



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Ne !deas in .u'an Motivation3

Eustress, %trenth, .ope

• Eustress 7 healthy, nor&al stress

+pportunities

Challenes

Enery

+$stacles

2arriers

(rustration



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Ne !deas in .u'an Motivation3

ositive Enery & (ull Enae'ent

Manae'ent

of Enery

E#pend

Enery

*enealand

*ecovery

2uild

ositiveEnery



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%ocial E#chane

& E8uity "heory

• )Buity theory focuses on individual-

environ&ent interaction

• Concerned $ith social processes• )t.ionicalculated $or%ing relationships

– /oth parties have de&ands

– /oth parties &a%e contributions – )pect fair, eBuitable, ethical treat&ent



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!ndividual9+raniational

E#chane *elationship

• !rgani.ational goals

•

epart&ental ob>ectives• Dob tas%s

• hysiological needs

•

Security needs• hysical needs

• Co&pany status

• /enefits

• 6nco&e

•

evelop&ental potential• )&ployee %no$ledge

• )&ployee s%ills andabilities

6ndividual!rgani.ation

9 e &

a n d s

C o n t r i b u t i o n s

SOURCE: 8. 9. Campbell( &. $. $!!ette( E. E. 4awler( ---. A!d . E. ;eic/( 8r. &a!a%erial <eha*ior. 9erforma!ce

a!d Effecti*e!ess 3)ew or/: &c'raw=Hill( -!c.( 1+,>. Reprodced with permissio! from &c'raw=Hill( -!c.



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)da's "heory of !ne8uity

!ne8uity - the situation in $hich a

person perceives he or she is

receiving less than he or she is

giving, or is giving less than he or

she is receiving



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E8uity !utco&es @ !utco&es 6nputs 6nputs

Neative !utco&es E !utco&es

!ne8uity 6nputs 6nputs

ositive !utco&es F !utco&es

!ne8uity 6nputs 6nputs

erson Co'parisonother

E8uity and !ne8uity at Work



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%trateies for

*esolution of !ne8uity

• Alter the person's outco&es

• Alter the person's inputs

•

Alter the co&parison other's outputs• Alter the co&parison other's inputs

• Change $ho is used as a co&parison other

• :ationali.e the ineBuity• Leave the organi.ational situation



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Ne erspectives

on E8uity "heory

)Buity Sensitive

6 prefer an eBuity

ratio eBual to that of

&y co&parisonother




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Ne erspectives

on E8uity "heory

/enevolent

6 a& co&fortable

$ith an eBuity ratio

less than that of &y

co&parison other




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Ne erspectives

on E8uity "heory

)ntitled

6 a& co&fortable

$ith an eBuity ratio

greater than that of

&y co&parisonother




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E#pectancy "heory of

Motivation3 :ey Constructs

;alence - value or i&portance

placed on a particular re$ard

E#pectancy - belief that effort leads

to perfor&ance

!nstru'entality - belief that

perfor&ance is related to re$ards



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E#pectancy Model

of Motivation

erfor'ance *eardEffort

erceived effort -

perfor&ance

probability

erceived value

of re$ards

erceived

perfor&ance -

re$ard probability

“What are my chances ofgetting the job done if I

put forth the necessary

effort?”

“What are my chancesof getting the rewards I

value if I satisfactorily

complete the job?”

“What rewards do Ivalue?”



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4 Causes of

Motivational ro$le's

• /elief that effort $ill not result in

perfor&ance

•

/elief that perfor&ance $ill notresult in re$ards

• he value a person places on, or

the preference a person has for,certain re$ards



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Moral Maturity

Moral Maturity - the &easure of a person's

cognitive &oral develop&ent

#orally &aturepeople behave and

act based on

universal ethical

principles4

#orally i&&aturepeople behave and

act based on

egocentric

&otivations.




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Cultural Differences

• #otivational theories are culturally bound

• :esearch results differ a&ong cultures




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Ways to Motivate eople

• raining

• Coaching

• as% assign&ents

• :e$ards contingent

on good perfor&ance

•

Galued re$ards available




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Chapter 53 *eflect & Discuss

(or <ove of the 1a'e ;ideo ClipWhat to Watch for and )sk 0ourself

• At $hat level are /illy Chapel's estee&

needs at this point in the ga&e• o you epect 7us Sins%i's tal% to have any

effect on Chapel 6f it $ill, $hat effect do

you epect it to have

• What re$ards potentially eist for /illy

Chapel :e&e&ber, this is the last baseball

ga&e of his career4

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ch05 Motivation.pptx