PowerPoint Presentation to Accompany Chapter 14 of Management, 8/e John R. Schermerhorn, Jr....
42
PowerPoint Presentation to Accompany Chapter 14 of Management, 8/e John R. Schermerhorn, Jr. Prepared by:Michael K. McCuddy Valparaiso University Published by: John Wiley & Sons, Inc.
PowerPoint Presentation to Accompany Chapter 14 of Management, 8/e John R. Schermerhorn, Jr. Prepared by:Michael K. McCuddy Valparaiso University Published
PowerPoint Presentation to Accompany Chapter 14 of Management,
8/e John R. Schermerhorn, Jr. Prepared by:Michael K. McCuddy
Valparaiso University Published by: John Wiley & Sons,
Inc.
Slide 2
Management 8/e - Chapter 142 Planning Ahead Chapter 14 Study
Questions What is motivation? What are the different types of
individual needs? What are the process theories of motivation? What
role does reinforcement play in motivation? What are the challenges
of motivation in the new workplace?
Slide 3
Management 8/e - Chapter 143 Study Question 1: What is
motivation? Basic motivational concepts Motivationthe forces within
the individual that account for the level, direction, and
persistence of effort expended at work. Rewarda work outcome of
positive value to the individual Extrinsic rewardsvalued outcomes
given to someone by another person. Intrinsic rewardsvalued
outcomes that occur naturally as a person works on a task.
Slide 4
Management 8/e - Chapter 144 Study Question 1: What is
motivation? To achieve maximum motivational potential in linking
rewards to performance Respect diversity and individual differences
to best understand what people want from work. Allocate rewards to
satisfy the interests of both individuals and the
organization.
Slide 5
Management 8/e - Chapter 145 Study Question 1: What is
motivation? Types of motivation theories Content theories Human
needs and how people with different needs may respond to different
work situations. Process theories How people give meaning to
rewards and make decisions on various work-related behaviors.
Reinforcement theory How peoples behavior is influenced by
environmental consequences.
Slide 6
Management 8/e - Chapter 146 Study Question 2: What are the
different types of individual needs? Needs Unfulfilled
physiological and psychological desires of an individual. Explain
workplace behavior and attitudes. Create tensions that influence
attitudes and behavior. Good managers and leaders facilitate
employee need satisfaction.
Slide 7
Management 8/e - Chapter 147 Study Question 2: What are the
different types of individual needs? Types of content theories:
Hierarchy of needs theory ERG theory Two-factor theory Acquired
needs theory
Slide 8
Management 8/e - Chapter 148 Study Question 2: What are the
different types of individual needs? Hierarchy of needs theory
Developed by Abraham Maslow. Lower-order and higher-order needs
affect workplace behavior and attitudes. Lower-order needs:
Physiological, safety, and social needs. Desires for physical and
social well being. Higher-order needs: Esteem and
self-actualization needs. Desire for psychological growth and
development.
Slide 9
Management 8/e - Chapter 149 Study Question 2: What are the
different types of individual needs? Hierarchy of needs theory
Deficit principle A satisfied need is not a motivator of behavior.
Progression principle A need at one level does not become activated
until the next lower-level need is satisfied.
Slide 10
Management 8/e - Chapter 1410 Study Question 2: What are the
different types of individual needs? ERG theory Developed by
Clayton Alderfer. Three need levels: Existence needs desires for
physiological and material well-being. Relatedness needs desires
for satisfying interpersonal relationships. Growth needs desires
for continued psychological growth and development.
Slide 11
Management 8/e - Chapter 1411 Study Question 2: What are the
different types of individual needs? ERG theory Any/all needs can
influence behavior at one time. Frustration-regression principle.
An already satisfied lower-level need becomes reactivated when a
higher-level need is frustrated.
Slide 12
Management 8/e - Chapter 1412 Study Question 2: What are the
different types of individual needs? Two-factor theory Developed by
Frederick Herzberg. Hygiene factors: Elements of the job context.
Sources of job dissatisfaction. Satisfier factors: Elements of the
job content. Sources of job satisfaction and motivation.
Slide 13
Management 8/e - Chapter 1413 Study Question 2: What are the
different types of individual needs? Acquired needs theory
Developed by David McClelland. People acquire needs through their
life experiences. Needs that are acquired: Need for Achievement
(nAch) Need for Power (nPower) Need for Affiliation (nAff)
Slide 14
Management 8/e - Chapter 1414 Study Question 2: What are the
different types of individual needs? Acquired needs theory Need for
Achievement (nAch) Desire to do something better or more
efficiently, to solve problems, or to master complex tasks. People
high in (nAch) prefer work that: Involves individual responsibility
for results. Involves achievable but challenging goals. Provides
feedback on performance.
Slide 15
Management 8/e - Chapter 1415 Study Question 2: What are the
different types of individual needs? Acquired needs theory Need for
Power (nPower) Desire to control other persons, to influence their
behavior, or to be responsible for other people. Personal power
versus social power. People high in (nPower) prefer work that:
Involves control over other persons. Has an impact on people and
events. Brings public recognition and attention.
Slide 16
Management 8/e - Chapter 1416 Study Question 2: What are the
different types of individual needs? Acquired needs theory Need for
Affiliation (nAff) Desire to establish and maintain friendly and
warm relations with other persons. People high in (nAff) prefer
work that: Involves interpersonal relationships. Provides for
companionship Brings social approval.
Slide 17
Management 8/e - Chapter 1417 Study Question 2: What are the
different types of individual needs? Questions for summarizing the
content theories of motivation: How many different individual needs
are there? Can a work outcome or reward satisfy more than one need?
Is there a hierarchy of needs? How important are the various
needs?
Slide 18
Management 8/e - Chapter 1418 Study Question 3: What are the
process theories of motivation? Process theories of motivation How
people make choices to work hard or not. Choices are based on:
Individual preferences. Available rewards. Possible work outcomes.
Types of process theories: Equity theory. Expectancy theory.
Goal-setting theory.
Slide 19
Management 8/e - Chapter 1419 Study Question 3: What are the
process theories of motivation? Equity theory Developed by J. Stacy
Adams. When people believe that they have been treated unfairly in
comparison to others, they try to eliminate the discomfort and
restore a perceived sense of equity to the situation. Perceived
inequity. Perceived equity.
Slide 20
Management 8/e - Chapter 1420 Study Question 3: What are the
process theories of motivation? Equity theory People respond to
perceived negative inequity by changing Work inputs. Rewards
received. Comparison points. Situation.
Slide 21
Management 8/e - Chapter 1421 Study Question 3: What are the
process theories of motivation? Managerial implications of equity
theory Underpaid people experience anger. Overpaid people
experience guilt. Perceptions of rewards determine motivational
outcomes. Negative consequences of equity comparisons should be
minimized, if not eliminated. Do not underestimate the impact of
pay as a source of equity controversies in the workplace. Gender
equity. Comparable worth.
Slide 22
Management 8/e - Chapter 1422 Study Question 3: What are the
process theories of motivation? Expectancy theory Developed by
Victor Vroom. Key expectancy theory variables: Expectancy belief
that working hard will result in desired level of performance.
Instrumentality belief that successful performance will be followed
by rewards. Valence value a person assigns to rewards and other
work related outcomes.
Slide 23
Management 8/e - Chapter 1423 Study Question 3: What are the
process theories of motivation? Expectancy theory Motivation (M),
expectancy (E), instrumentality (I), and valence (V) are related to
one another in a multiplicative fashion: M = E x I x V If either E,
I, or V is low, motivation will be low.
Slide 24
Management 8/e - Chapter 1424 Study Question 3: What are the
process theories of motivation? Managerial implications of
expectancy theory To maximize expectancy, managers should: Select
workers with ability. Train workers to use ability. Support work
efforts. Clarify performance goals.
Slide 25
Management 8/e - Chapter 1425 Study Question 3: What are the
process theories of motivation? Managerial implications of
expectancy theory To maximize instrumentality, managers should:
Clarify psychological contracts. Communicate performance-outcome
possibilities. Identify rewards that are contingent on
performance.
Slide 26
Management 8/e - Chapter 1426 Study Question 3: What are the
process theories of motivation? Managerial implications of
expectancy theory To maximize valence in a positive direction,
managers should: Identify individual needs. Adjust rewards to match
individual needs.
Slide 27
Management 8/e - Chapter 1427 Study Question 3: What are the
process theories of motivation? Goal-setting theory Developed by
Edwin Locke. Properly set and well-managed task goals can be highly
motivating. Motivational effects of task goals: Provide direction
to people in their work. Clarify performance expectations.
Establish a frame of reference for feedback. Provide a foundation
for behavioral self-management.
Slide 28
Management 8/e - Chapter 1428 Study Question 3: What are the
process theories of motivation? Key issues and principles in the
goal-setting process: Set specific goals. Set challenging goals.
Build goal acceptance and commitment. Clarify goal priorities.
Provide feedback on goal accomplishment. Reward goal
accomplishment.
Slide 29
Management 8/e - Chapter 1429 Study Question 3: What are the
process theories of motivation? Goal-setting theory Participation
in goal setting Unlocks the motivational potential of goal setting.
Management by objectives (MBO) promotes participation. When
participation is not possible, workers will respond positively if
supervisory trust and support exist.
Slide 30
Management 8/e - Chapter 1430 Study Question 4: What role does
reinforcement play in motivation? Fundamentals of reinforcement
theory Reinforcement theory focuses on the impact of external
environmental consequences on behavior. Law of effect impact of
type of consequence on future behavior. Operant conditioning:
Developed by B.F. Skinner. Applies law of effect to control
behavior by manipulating its consequences.
Slide 31
Management 8/e - Chapter 1431 Study Question 4: What role does
reinforcement play in motivation? Operant conditioning strategies:
Positive reinforcement Increases the frequency of a behavior
through the contingent presentation of a pleasant consequence.
Negative reinforcement Increases the frequency of a behavior
through the contingent removal of an unpleasant consequence.
Slide 32
Management 8/e - Chapter 1432 Study Question 4: What role does
reinforcement play in motivation? Operant conditioning strategies:
Punishment Decreases the frequency of a behavior through the
contingent presentation of an unpleasant consequence. Extinction
Decreases the frequency of a behavior through the contingent
removal of an pleasant consequence.
Slide 33
Management 8/e - Chapter 1433 Study Question 4: What role does
reinforcement play in motivation? Successful implementation of
positive reinforcement is based on Law of contingent reinforcement
Reward delivered only if desired behavior is exhibited. Law of
immediate reinforcement More immediate the delivery of a reward,
the more reinforcement value it has.
Slide 34
Management 8/e - Chapter 1434 Study Question 4: What role does
reinforcement play in motivation? Guidelines for using positive
reinforcement: Clearly identify desired work behaviors. Maintain a
diverse inventory of rewards. Inform everyone about what must be
done to get rewards. Recognize individual differences when
allocating rewards. Follow the laws of immediate and contingent
reinforcement.
Slide 35
Management 8/e - Chapter 1435 Study Question 4: What role does
reinforcement play in motivation? Schedules of reinforcement:
Continuous reinforcement administers a reward each time a desired
behavior occurs. Intermittent reinforcement rewards behavior only
periodically. Acquisition of behavior is quicker with continuous
reinforcement. Behavior acquired under an intermittent schedule is
more permanent.
Slide 36
Management 8/e - Chapter 1436 Study Question 4: What role does
reinforcement play in motivation? Guidelines for using punishment:
Tell the person what is being done wrong. Tell the person what is
being done right. Match the punishment to the behavior. Administer
punishment in private. Follow laws of immediate and contingent
reinforcement.
Slide 37
Management 8/e - Chapter 1437 Study Question 4: What role does
reinforcement play in motivation? Ethical issues in reinforcement:
Ignores individuality. Restricts freedom of choice. Ignores the
possibility of other types of motivation. Key concern is whether it
is ethical to not control behavior well enough to serve both
individual and organizational goals.
Slide 38
Management 8/e - Chapter 1438 Study Question 5: What are the
challenges of motivation in the new workplace? Integrated model of
motivation Motivation leads to work effort that, when combined with
appropriate individual abilities and organizational support, leads
to performance accomplishment. The motivational impact of any
rewards received for this performance accomplishment depends on
equity and reinforcement considerations. Ultimately, satisfaction
with rewards should lead to increased motivation to work hard in
the future.
Slide 39
Management 8/e - Chapter 1439 Study Question 5: What are the
challenges of motivation in the new workplace? Pay for performance
Paying people for performance is consistent with: Equity theory.
Expectancy theory. Reinforcement theory. Merit pay Awards a pay
increase in proportion to individual performance contributions.
Provides performance contingent reinforcement. May not succeed due
to weakness in performance appraisal system or lack of consistency
in application.
Slide 40
Management 8/e - Chapter 1440 Study Question 5: What are the
challenges of motivation in the new workplace? Incentive
compensation systems: Skill-based pay. Links pay to the number of
job-relevant skills an employee masters. Bonus pay plans. One-time
or lump-sum payments based on the accomplishment of specific
performance targets or some extraordinary contribution.
Slide 41
Management 8/e - Chapter 1441 Study Question 5: What are the
challenges of motivation in the new workplace? Incentive
compensation systems: Profit-sharing plans. Some or all employees
receive a proportion of net profits earned by the organization.
Gain-sharing plans. Groups of employees share in any savings
realized through their efforts to reduce costs and increase
productivity. Employee stock ownership plans. Employees own stock
in the company that employs them.
Slide 42
COPYRIGHT Copyright 2004 John Wiley & Sons, Inc. All rights
reserved. Reproduction or translation of this work beyond that
named in Section 117 of the United States Copyright Act without the
express written permission of the copyright owner is unlawful.
Requests for further information should be addressed to the
Permissions Department, John Wiley & Sons, Inc. The purchaser
may make back- up copies for his/her own use only and not for
distribution or resale. The Publisher assumes no responsibility for
errors, omissions, or damages, caused by the use of these programs
or from the use of the information contained herein.