Engineering Management: Motivation

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Chapter 13

Motivation

Designed & Prepared by

B-books, Ltd.

MGMT

Chuck Williams


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What Is Motivation?

After reading th is sect ion,

you should be able to:

1. explain the basics of motivation.


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Motivation

Initiation Persistence

Direction


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Basics of Motivation

Extrinsic

and Intrinsic

Rewards

Motivating

People

Effort

and

Performance

Need

Satisfaction

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Effort and Performance

Performance

Effort

Initiation Direction

Persistence

1.1


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Effort and Performance

Job performance

how well someone performs the job

Motivationeffort 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

1.1


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Need Satisfaction

Needsphysical or psychological requirements

must be met to ensure survival and well being

Unmet needs motivate people Three approaches:

Maslows Hierarchy of Needs

Alderfers ERG Theory McClellands Learned Needs Theory

1.2


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Adding Needs Satisfaction to

the Model

1.2


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Maslows Hierarchy of Needs

Esteem

Belongingness

Safety

Physiological

Self-Actualization

1.2


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Aldefers ERG Theory

Relatedness

Existence

Growth

1.2


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McClellands Learned Needs Theory

Achievement

Affiliation

Power

1.2


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Needs Classification

McClellandsLearned Needs

AlderfersERG

MaslowsHierarchy

Higher

-OrderNeeds

Lower-

Order

Needs

Self-ActualizationEsteemBelongingness

SafetyPhysiological

GrowthRelatedness

Existence

PowerAchievementAffiliation

1.2


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Extrinsic and Intrinsic Rewards

Extrinsic Rewards tangible and visible to others

contingent on performance

Intrinsic Rewards natural rewards

associated with performing the

task for its own sake

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Extrinsic Rewards

Extrinsic Rewards

motivate people to:

Join the organization

Regularly attend their jobs

Perform their jobs well

Stay with the organization

1.3


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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

1.3


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The Most Important Rewards

Good benefits Health insurance

Job security

Vacation time

Interesting work

Learning new skills

Independent work situations

Extrinsic

Intrinsic

1.3


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Adding Rewards to the Model

1.3


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Motivating with the Basics

Ask people what their needs are

Satisfy lower-order needs first

Expect peoples needs to change

Satisfy higher order needs by looking for ways to

allow employees to experience intrinsic rewards

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How Perceptions and ExpectationsAffect Motivation

After reading these sect ion s,


2. use equity theory to explain how employeesperceptions of fairness affect motivation.

3. use expectancy theory to describe how workers

expectations about rewards, effort, and the link

between rewards and performance influence

motivation.


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Equity Theory

Components

ofEquity Theory

Reaction to

PerceivedInequity

Motivating

People UsingEquity Theory

2


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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

OutcomesselfInputsself

OutcomesreferentInputsreferent

=

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Inequity

2.1

When a persons O/I ratio differsfrom their referents O/I ratio

Underreward

referents O/I ratio is greater than yours

experience anger or frustration

Overreward

referents O/I ratio is less than yours

experience guilt


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How People React to

Perceived Inequity Reduce inputs

Increase outcomes

Rationalize inputs or outcomes

Change the referent

Leave

2.2


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Adding Equity Theory to Model

2.2


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Motivating with Equity Theory

Look for and correct major inequities

Reduce employees inputs

Make sure decision-making processesare fair

distributive justice

procedural justice

2.3


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Expectancy Theory

Motivating with

Expectancy

Theory

Components of

Expectancy

Theory

3

C t f


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Components ofExpectancy Theory

Valence

Expectancy

Instrumentality

3.1


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Adding Expectancy Theory to Model

3

M i i i h


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Motivating withExpectancy Theory

Systematically gather

information to find out what

employees want from their

jobs Clearly link rewards to

individual performance

Empower employees to makedecisions which enhance

expectancy perceptions3.2


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How Rewards and GoalsAffect Motivation

After reading these sect ion s,


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.


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Reinforcement Theory

Components

of

Reinforcement

Theory Schedules for

Delivering

Reinforcement

Motivating with

ReinforcementTheory

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A theory that states that behavior is a function

of its consequences, that behaviors followed

by positive consequences will occur morefrequently, and that behaviors followed by

negative consequencesor not followed by

positive consequenceswill occur less

frequently.

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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

4.1

Adding Reinforcement Theory to


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Adding Reinforcement Theory toModel

4.1


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Schedules for Delivering Reinforcement

Intermittent

Continuous

4.2

Continuous Reinforcement


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Continuous ReinforcementSchedules

Continuous Reinforcement Schedule

A schedule that requires a consequence to be

administered following every instance of a

behavior.

4.2

Intermittent Reinforcement


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Intermittent ReinforcementSchedules

Variable

Interval

(Time)

Fixed

Ratio

(Behavior)

Consequences follow

behavior after a fixed

time has elapsed

Consequences follow

behavior after different

times that vary around

an average time

Consequences follow

a specific number ofbehaviors

Consequences follow

a different number of

behaviors that varyaround an average

number

4.2

Motivating with Reinforcement


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Motivating with ReinforcementTheory

Identify, measure, analyze, intervene,and evaluate

Dont reinforce the wrong behavior

Correctly administer punishment at theappropriate time

Choose the simplest and most effective

schedule of reinforcement

4.3


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Goal-Setting Theory

Goal-Setting Theory relates to the basic

model: desire to meet a goal prompts

effort.

Performance

Effort

Initiation

DirectionPersistence

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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

5.1


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Adding Goal-Setting Theory to Model

5.1

M ti ti ith G l S tti


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Motivating with Goal-SettingTheory

Assign specific,challenging goals

Make sure workers trulyaccept organizational

goals

Provide frequent andspecific performance-

related feedback5.2

Motivating with the Integrated


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Motivating with the IntegratedModel

Motivating withthe Basics

Motivating withEquity Theory

Motivating withExpectancy Theory

Motivating withReinforcement

Theory

Motivating with

Goal-Setting Theory

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Motivating with the Integrated Model

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Engineering Management: Motivation