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Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Motivation
One secret for success in organizations is motivated and enthusiastic employees
With such a diverse workforce, it is a challenge for managers to motivate employees toward common organizational goals
Manager’s Challenge: Pfizer
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Motivation
Employee motivation theories and models
–Needs –processes
–Reinforcement
How job design can affect employee satisfaction & productivity
Empowerment
Topics Topics Chapter 16Chapter 16
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Motivation
Arousal, direction, and persistence of behavior Employee motivation affects productivity
Part of a manager’s job is to channel motivation toward the accomplishment of organizational goals
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Two Types of Rewards
Intrinsic rewards--satisfactions a person receives in the process of performing a particular action.
Extrinsic rewards--given by another person.
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Model of Motivation
NEED-Creates desire to fulfill needs (food, friendship, recognition, achievement).
BEHAVIOR-Results in actions to fulfill needs.
REWARDS-Satisfy needs; intrinsic or extrinsic rewards.
FEEDBACK-Reward informs person whether behavior was appropriate and should be used again.
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Foundations of Motivation
Traditional
Human Relations
Human Resources
Contemporary
•systematic analysis of an employee’s job•economic rewards for high performance
• noneconomic rewards, such as congenial work groups
• workers studied as people and the concept of social man was born
• introduce the concept of the whole person• employees are complex and motivated by
many factors
• content theories stress the analysis of underlying human need
• process theories concern the thought processes that influence behavior
• reinforcement theories focus on employee learning of desired work behaviors
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Motivation Content Theories
Hierarchy of Needs Theory
ERG Theory
Two-Factor Theory
Acquired Needs Theory
Emphasize the needs that motivate people
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Hierarchy of Needs Theory
Physiological Needsmost basic human physical needs
Safety Needssafe and secure physical and emotional environment
Belongingness Needsdesire to be accepted by one’s peers
Esteem Needsdesire for a positive self-image
and to receive attention
Self-ActualizationNeeds
represent the need forself-fulfillment
Human beings are motivated by a hierarchy of unsatisfied needs.
Abraham Maslow
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Maslow’s Hierarchy of Needs
Once a need is satisfied, it declines in importance and the next higher need is activated
There are opportunities for fulfillment off the job and on the job in each of the five levels of needs
Experiential Exercise: What Motivates You?
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ERG Theory
Existence Needsthe needs for physical well-being
Relatedness Needsthe need for satisfactory relationships
with others
Growth Needshuman potential,
personal growth, and increased competence
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Two Factor Motivation Theory
Area of Satisfaction
Area of Dissatisfaction
Motivators influence level of satisfaction.
Hygiene factors influence level of dissatisfaction
Motivators
HygieneFactors
AchievementRecognitionResponsibilityWork itselfPersonal growth
Working conditionsPay and securityCompany policiesSupervisorsInterpersonal relationships
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Acquired Needs Theory
• Need for Achievement desire to accomplish something difficult, master complex tasks, and surpass others
• Need for Affiliation desire to form close personal relationships, avoid conflict, and establish warm friendships
• Need for Power desire to influence or control others
David McClelland
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Motivation Process Theories
Equity Theory focuses on individuals’ perceptions of how fairly
they are treated compared with others
motivated to seek social equity in the rewards they expect for performance
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Methods for Reducing Perceived Inequities
Change inputs Change outcomes Distort perceptions Leave the job
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Motivation Process Theories
Expectancy Theory motivation depends on individuals’ expectations
about their ability to perform tasks and receive desired rewards
concerned not with identifying types of needs but with the thinking process that individuals use to achieve rewards
based on the effort, performance, and desirability of outcomes
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Reinforcement Perspective on Motivation
Reinforcement Tools
Positive reinforcement in the administration of a pleasant and rewarding consequence.
Avoidance learning is the removal of an unpleasant consequence following a desired behavior.
Punishment is the imposition of unpleasant outcomes on an employee.
Extinction is the withdrawal of a positive reward, behavior is no longer reinforced and hence is less likely to occur in the future.
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Schedules of Reinforcement
Continuous Reinforcement
Partial Reinforcement
Fixed-Interval Schedule
Fixed-Ratio Schedule
Variable-Interval Schedule
Variable-Ratio Schedule
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Job Design for Motivation
Job design = application of motivational theories to the structure of work for improving productivity and satisfaction
Job simplification = job design whose purpose is to improve task efficiency by reducing the number of tasks a single person must do
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Job Design for Motivation
Job Rotation = job design that systematically moves employees from one job to another to provide them with variety and stimulation
Job Enlargement = job design that combines a series of tasks into one new, broader job to give employees variety and challenge
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Job Design for Motivation
Job Enrichment = job design that incorporates achievement, recognition, and other high-level motivators into the work
Work redesign = altering of jobs to increase both the quality of employee’s work experience and their productivity
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Job Characteristics Model
Source: Adapted from J. Richard Hackman and G. R. Oldham, “Motivation through the Design of Work: Test of a Theory,” Organizational Behavior and Human Performance 16 (1976), 256.
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Motivational Ideas for Turbulent Times
Organizations are increasingly using various types of incentive compensation as a way to motivate employees to higher levels of performance
Variable compensation and forms of at risk pay are key motivational tools
Ethical Dilemma: Compensation Showdown
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Empowering People to Meet Higher Needs
Information - Employees receive information about company performance
Knowledge - Employees have knowledge and skills to contribute to company goals
Power - Employees have the power to make substantive decisions
Rewards - Employees are rewarded based on the company performance
Four Empowering Elements
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Continuum of Empowerment
Sources: Based on Robert C. Ford and Myron D. Fottler, “Empowerment: A Matter of Degree,” Academy of Management Executive 9, no. 3 (1995), 21-31; Lawrence Holpp, “Applied Emplowerment,” Training (February 1994), 39-44; and David P. McCaffrey, Sue R. Faerman, and David W. Hart, “”The Appeal and Difficulties of Participative Systems,” Organization Science 6, no. 6 (November-December 1995), 603-627.
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Giving Meaning to Work
To meet higher-level motivational needs and
help people get intrinsic rewards from their
work is to instill a sense of importance and
meaningfulness