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8/4/2019 Ch11 Motivation and Morale
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
CHAPTER 11
Motivation
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
Motivation
Threereasons to learn motivation:
1. To motivate others.
2. To understand how others are trying tomotivateyou.
3. To enableyou to betterparticipate in
yourown motivation.
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
NeedsandMotivation
* Need a lack of
something required.
Deprivation of aneed creates
tension that
motivates people.
* Motivation
an incentive to
act; the variousdrives within
people that
stimulate them to
act in a specific
manner.
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
Motivation
Why do managers need to know
about motivation?
Why do workers need to know aboutmotivation?
Can people learn to need needs?
cont.cont.
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
Motivation
Need forApproval receiving official
consent orconfirmation
* Need forAchievement feeling that
youve accomplished a goal Need forCompetence the state of being
adequate orwill qualified: possessing
sufficient ability fora task
* Need forPower the ability orcapacity toperform oract effectively; strength or force
exerted orcapable of being exerted
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
***Maslow'sNeeds Hierarchy Theory
Self-actualization needsNeed to live up to ones
fullest and unique potential
Esteem needsNeed for self-esteem,
achievement, competence,and independence; need for
recognition and respect from others
Safety needsNeed to feel that the world is organized andpredictable; need to feel safe, secure, and stable
Belongingness and love needsNeed to love and be loved, to belong
and be accepted; need to avoidloneliness and alienation
Physiological needsNeed to satisfy hunger and thirst
Begins at the
base withphysiological needsthat must first besatisfied beforehigher-level safetyneeds and then
psychologicalneeds becomeactive
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
Maslows Basic
Hierarchy
ofNeeds
Physiologic needs
the needs for food,
shelter, clothing,water, and
homeostasis.
* Homeostasis a
need to maintain the
bodys normal condition.
Safety needs
the need to be safe
and secure. Belonging needs
the need to be
with otherpeople
and the need tofind a mate.
cont.cont.
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
Maslows Basic
Hierarchy
ofNeeds
Status needs the
need to have a higher
position orstandingrelative to that of
others.
Self-esteem needs
internal feelings ofself-worth.
Self-actualization
needs an
individual pushingto attain thehighest
level and achieve
the most he orshe
can; reaching ones
highest potential.
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
Maslows OtherNeeds
The Basic Hierarchy
Need for
Knowledge &
Understanding
AestheticNeeds
cont.cont.
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
Maslows OtherNeeds
Need for knowledge the level of
curiosity present in a person or the
desire to accumulate facts. Need for understanding the
search for therelationships between
things and between what is known,
including the search formeaning.
cont.cont.
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
Maslows OtherNeeds
Need for aesthetics the need to be
surrounded by beautiful things that have
balance, color, proportion, and good design,and the need to see things through to
completion.
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
Alderfers ERG Theory
Existence needs
the need to fulfill
physical andmaterial human
wants, like food,
water, pay, decent
working conditions,
and safety-security
factors.Existence
Relatedness
Growth
cont.cont.
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
Alderfers ERG Theory
Relatedness needs the need to
maintain relationships with others.
Growth needs a combination ofthe desire forself-esteem and the
desire forself-realization.
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
HerzbergandMotivation
* Hygiene, or maintenance, factors
facets of the work environment that
need to be present in orderto makethe job at least minimally acceptable.
* Motivators facets of the work
that actually give people a reason to
perform in theirwork and grow.
cont.cont.
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
HerzbergandMotivation
Hygiene factors range from causing
dissatisfaction to no dissatisfaction.
Motivators range from causingsatisfaction to no satisfaction.
In Herzbergs theory, no satisfaction
(an absence of satisfaction) is not thesame as dissatisfaction.
cont.cont.
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
HerzbergandMotivation
*** Hygiene Factors: ***
Quality of supervision.
Companyrules and
politics.
Interpersonal relations
with superiors,
subordinates, and peers
Salary and certainbenefits.
Working conditions.
Motivators:
Achievement.
Recognition.
The job itself.
Growth and advancement.
Responsibility.
Feedback.
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
BehaviorModification
* Behavior modification the
influencing of behavior through the
use of positive ornegativereinforcement techniques.
* Positive reinforcement
encouraging therepetition of
behavior.
cont.cont.
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
BehaviorModification
Escape and avoidance to elude or
avoid something.
Extinction theelimination ofbehavior.
* Punishment a penalty imposed
forwrongdoing.
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
Expectancy Theory
Basically says that two questions must beasked:
1. Does the person want the motivatororreward? If no, there is no motivation. Ifyes,ask Question 2.
2. Does the person think that he orshehas afairchance ofearning thereward? If no, no
motivation. The answer to bothquestions must be
yes to motivate.
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
Equity Theory
People seek equity between whatthey put into a job and what they get
out of a job. If they put morein than they get out,
they will start to work less or try to getmoreout.
If they get moreout than they put in,they will start to work harder.
cont.cont.
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
Equity Theory
People seek equity between their
input/output ratio and that of others.
If others are getting more, they willwork less orwant more.
If they are getting more, they will work
harder.
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
Hunters Theory
Level of concern holding people
accountable for theiractions.
Success people are motivated toperform acts they are successful at.
People will perform acts they are not
successful at if they are learning and
seeing progress.
cont.cont.
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
Hunters Theory
Feedback information on how well one isdoing. Feedback must be timely and accurate to be
effective. Interest people are motivated to perform
interesting tasks.
Feeling tone:
Positive feeling tone
asking someone to dosomething.
Negative feeling tone giving orders.
Neutral tone a statement of fact.
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
Time, Importance,
an
dMotivation
Time few things motivate like an
impending deadline.
Importance how important a task is tosomeonehigherup in the organization. If
yourboss thinks something is important,
you will typically be motivated to perform
the task, do it well, and do it on time.
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
MoneyandMotivation
Does money
motivate?
What can money doto motivate?
What can moneynot
do in motivation?
cont.cont.
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
MoneyandMotivation
Money is traditional.
Money is tangible.
Money is objective.
Alternatives to
money are often
subjective. Money is
symbolic.
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
IndividualsandMotivation
You have a direct interest in your
own motivation. So, you can:
Apply motivational theories to yourself.
Determinehow best to fulfill yourneeds.
Prepare to approachyourmanager.
Approachyourmanagerand worktogetheron yourmotivation.
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
Morale
Morale employees attitudes
toward either theiremploying
organizations in general or towardspecific job factors.
Morale can be ascribed to individuals or
groups.
Its influenced byemployee perceptionof the organization in relation to
themselves. cont.cont.
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
Morale
The organization.
Peoples activities.
The nature of the
work.
A persons peers.
A persons boss.
Peoples role
expectations. Peoples self-
concept.
The satisfaction of
peoples needs.
cont.cont.
Factors that affect morale:
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
Morale
How is moralerelated to productivity?
How can the organization itself
influence morale? How can employee activities affect
morale?
How can the nature of the workimpact morale?
cont.cont.
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
Morale
How can ones peers affect morale?
How can leadership, from the CEO to
front-line supervisors, affect morale? How can roleexpectations affect
morale?
How can yourself-concept affectmorale?
cont.cont.
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
Morale
Can personal needs affect morale, and if
so, how?
What are the warning signs of lowmorale?
How can morale beevaluated?