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Chapter 6 Work Motivation. Michael A. Hitt C. Chet Miller Adrienne Colella. Slides by Ralph R. Braithwaite. W.L. Gore & Associates – Four Guiding Principles. Wilbert Gore. Exploring Behavior in Action. The ability to make one’s own commitments and keep them - PowerPoint PPT Presentation
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6-1
Michael A. HittC. Chet Miller
Adrienne Colella
Chapter 6 Work Work
MotivationMotivation
Slides by Ralph R. Braithwaite
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W.L. Gore & Associates – W.L. Gore & Associates – Four Guiding PrinciplesFour Guiding Principles
Wilbert Gore• The ability to make one’s own commitments
and keep them• Freedom to encourage, help, and allow
other associates to grow in knowledge, skill and scope of responsibility
• Consultation with others before undertaking actions that could impact the reputation of the company
• Fairness to each other and everyone with whom contact is made
Exploring Behavior in Action
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Work Motivation at Work Motivation at W.L. Gore & AssociatesW.L. Gore & Associates
Wilbert Gore• What are your thoughts about Bill Gore’s
lattice structure?• What are your reactions to the four
principles that govern behavior?• Would these principles work in other
organizations? Why or why not?• Do you think the company can maintain
its philosophy as it continues to grow?
Exploring Behavior in Action
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Knowledge ObjectivesKnowledge Objectives1. Define work motivation and explain why it is
important to organizational success.2. Discuss how managers can use Maslow’s need
hierarchy and ERG theory to motivate associates.3. Describe how need for achievement, need for
affiliation, and need for power relate to work performance and motivation.
4. Explain how Herzberg’s two-factor theory of motivation has influenced current management practice.
More
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Knowledge ObjectivesKnowledge Objectives5. Discuss the application of expectancy theory to
motivation.6. Understand equity theory and procedural justice,
and discuss how fairness judgments influence work motivation.
7. Explain how goal-setting theory can be used to motivate associates.
8. Describe how jobs can be enriched and how job enrichment can enhance motivation.
9. Based on all major theories of work motivation, describe specific actions that can be taken to increase and sustain employee motivation.
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What is Motivation?What is Motivation?Forces coming from within a person that account for the willful direction, intensity, and persistence of the person’s efforts toward achieving specific goals, where achievement is not due solely to ability or to environmental factors
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EquationEquationPerson’s level of performance is a function (f) of both ability and motivation:
Performance = f (Ability x Motivation)
Environmental factors also play a role
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Theories of MotivationTheories of Motivation• Content Theories• Maslow’s need hierarchy• Alderfer’s ERG theory• McClelland’s need theory• Herzberg’s two-factor theory
• Process Theories• Expectancy theory• Equity theory• Goal-setting theory
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Need HierarchyNeed Hierarchy
Abraham MaslowAbraham Maslow
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Maslow’s Need HierarchyMaslow’s Need Hierarchy
Esteem NeedsEsteem Needs
Physiological NeedsPhysiological Needs
Safety NeedsSafety Needs
Social and Social and Belongingness NeedsBelongingness Needs
Self-Self-ActualizationActualization
Must w
ork y
our w
ay u
p…
Must w
ork y
our w
ay u
p…
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ERG TheoryERG Theory
Clayton Alderfer
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ERG TheoryERG Theory
ExistenceExistenceNeedsNeeds
RelatednessRelatednessNeedsNeeds
GrowthGrowthNeedsNeeds
Satisfaction and Progression
Frustration and Regression
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Comparison of Two TheoriesComparison of Two Theories
Maslow’s Need Hierarchy
Physiological Needs
Safety Needs
Social and Belongingness Needs
Esteem Needs
Self- Actualization
Existence Needs
Relatedness Needs
Growth Needs
Alderfer’s ERG Theory
Adapted from Exhibit 6-1: Maslow’s Need Hierarchy and Alderfer’s ERG Theory Compared
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Theory of NeedsTheory of NeedsDavid C. McClelland
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McClelland’s Theory of NeedsMcClelland’s Theory of Needs
PowerAchievement Affiliation
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ConclusionConclusion• People with a high need for institutional power
are particularly good at • Increasing morale• Creating clear expectations• Getting others to work for the good of the
organization• Effective managers have both a high need for
achievement and a high need for institutional power
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ManagerialAdvice
Managers Over the EdgeManagers Over the Edge1. Why do you think there have been
changes in the need for achievement over the last 20+ years?
2. Do you agree or disagree with the two reasons (coerciveness and shortcuts) given that can cause problems?
3. It is suggested that understanding needs and managing needs are two guidelines that will help high-achievement managers. Do you agree or disagree with this idea?
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Frederick Herzberg
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Two-Factor TheoryTwo-Factor Theory• Emphasizes two sets of rewards or outcomes –
those related to job satisfaction and those related to job dissatisfaction• The two sets are not opposite ends of the same
continuum but are independent states• Job factors leading to satisfaction are different
from those leading to dissatisfaction, and vice versa
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Herzberg’s Two-Factor TheoryHerzberg’s Two-Factor Theory
MotivatorsMotivators HygieneHygieneFactorsFactors
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Two-Factor TheoryTwo-Factor Theory
• Achievement• Recognition• Responsibility• Opportunity for
advancement or promotion• Challenging work • Potential for personal
growth
• Pay• Technical supervision• Working conditions• Company policies and
procedures• Interpersonal
relationships with others• Status• Security
When increased, lead to greater satisfaction
When deficient, lead to greater dissatisfaction
MotivatorsMotivators Hygiene FactorsHygiene Factors
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Process TheoriesProcess Theories
Expectancy Equity
Goal-Setting
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I1
I2
I3
E
Expectancy TheoryExpectancy TheoryMF = E x (I x V)
MF = Motivational ForceE = Expectancy
I = InstrumentalityV = Valence
MF = Effort Performance
Outcome
Outcome
Outcome
V1
V2
V3
Adapted from Exhibit 6-2: Expectancy Theory
Victor Vroom
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Expectancy TheoryExpectancy TheoryTo increase motivation• Heighten expectancy by increasing associates’
beliefs that exerting effort will lead to higher levels of performance • Increase instrumentalities by clearly linking high
performance to outcomes • Increase valence by providing outcomes that are
highly valued
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Equity TheoryEquity TheoryMotivation is based on a person’s assessment of the ratio of the outcomes received (pay, status) for inputs on the job (effort, ability) compared to the same ratio for a comparison other
My Outcomes
My inputsvs.
Other’s Outcomes
Other’s Inputs
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Equity TheoryEquity TheoryPerceived inequity, employees may:• Increase or decrease inputs• Change their outcomes• Distort perceptions of inputs and/or outcomes• Distort perceptions of other’s inputs and/or
outcomes• Change the referent others• Leave the organization
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Reactions to InequityReactions to InequitySensitives – pay a great deal of attention to outcome-input ratios, motivated to resolve any inequity – favorable or unfavorableBenevolents – tolerant of inequity that is unfavorable but not comfortable with inequity that favors themEntitleds – do not tolerate unfavorable inequity but are comfortable with inequity that favors them
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Reactions to EquityReactions to EquityFeelings of equity frequently lead to outcome satisfaction and job satisfaction, organizational commitment, and organizational citizenship behaviors.Organizational Citizenship – an associate’s willingness to engage in organizationally important behaviors that go beyond prescribed job duties – helping co-workers, expending extra effort, etc.
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Distributive JusticeDistributive JusticeA form of justice that relates to perceptions of fairness in outcomes. Often tied to perceptions of inequity.
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Procedural JusticeProcedural Justice
Voice in the decision process
Procedures applied
consistently
Procedures free from bias
Based on accurate information
Formal grievance procedures
Ethical code
Treated with respect
Given reasons for decisions
The degree to which people think the procedures used to determine outcomes are fair. Some rules:
Procedural Procedural JusticeJustice
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Goal-Setting TheoryGoal-Setting TheoryChallenging and specific goals increase human performance because they affectattention, effort, and persistence. To beeffective, managers should address:• Goal difficulty• Goal specificity• Goal commitment• Participation in setting goals• Feedback
Edwin Locke
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Factors Affecting Goal Factors Affecting Goal CommitmentCommitment
Adapted From Exhibit 6-3: Factors Affecting Goal Commitment
Factors Increasing the Desirability of Attaining a Given Goal
Factors Increasing the Perceived Ability of Attaining a Given Goal
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ConclusionsConclusionsFeedback on performance, even in the absence of established goals, is likely to have a positive effect on motivation. Feedback is especially important when performance goals exist and when they are relatively difficult to achieve.
6-34ExperiencingStrategic OB
Making Visible ChangeMaking Visible ChangeMotivate employees by:• Providing a well-defined career path• Providing valued rewards and benefits• Setting specific, challenging goals• Providing support to help build client base• Avoiding layoffs of associates• Engaging associates in a variety of organizational
decisions
Thoughts?
John and Maryanne McCormack
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Motivating Associates: Motivating Associates: Integration of TheoryIntegration of Theory
Adapted from Exhibit 6-4: Motivation Factors Resulting from Motivation Theories
XXXGoal Setting
XXXXEquity
XXXXExpectancy
XHerzberg
XXXXXMcClelland
XXXMaslowERG
Clarify Goals
Provide Feedback
Redesign Jobs
Tie to Performance
Find Rewards
Motivation Theories
Motivation Practices
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Motivating Associates: Motivating Associates: Integration of TheoryIntegration of Theory
• Find meaningful individual rewards • Tie rewards to performance• Redesign jobs – job enlargement and job
enrichment• Provide feedback• Clarify expectations and goals – some use MBO
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Job EnrichmentJob Enrichment
SkillVariety
TaskIdentity
Autonomy Feedback
TaskSignificance
Greg Oldham
Richard Hackman
6-38ExperiencingStrategic OB
Connecting People in the Connecting People in the WorkplaceWorkplace
Deloitte recommends:• Design physical space that fosters
connections• Build an organizational cushion of time
and space• Cultivate communities• Stimulate rich networks of high-quality relationships• Provide collaboration tools
Thoughts?
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Provide FeedbackProvide Feedback• Feedback is most effective when provided in
conjunction with goals• Feedback should be repeated and provided at
regular intervals• Feedback should contain information about how
associates can improve their performance• Feedback should come from a credible source• Feedback should focus on the performance, not the
person
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The Strategic LensThe Strategic Lens1. Assume that you are managing a talented but
unmotivated associate. Also assume that organizational resources needed for the job are generally sufficient. What factors would you consider first in attempting to motivate the associate? Why those factors?
2. A number of theories of motivation suggest that different rewards might be important to different people. How difficult is it to reward people differently for performing similar work?
3. How will your individual motivation affect your career opportunities?
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QuestionsQuestions