Motivation and

Performance

chapter thirteen

Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

Learning Objectives

1. Explain what motivation is and why managers need to be concerned about it.

2. Describe from the perspectives of expectancy theory and equity theory what managers should do to have a highly motivated workforce.

3. Explain how goals and needs motivate people and what kinds of goals are especially likely to result in high performance.

4. Identify the motivation lessons that managers can learn from operant conditioning theory and social learning theory.

5. Explain why and how managers can use pay as a major motivation tool.

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The Nature of Motivation

Motivation The psychological forces that determine the

direction of a person’s behavior in an organization, a person’s level of effort, and a person’s level of persistence

Explains why people behave the way they do in organizations

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Outcomes and Inputs

Outcome Anything a person gets

from a job or an organization

Pay, job security, benefits, vacation time

Input Anything a person

contributes to his or her job or organization

Time, effort, skills, knowledge, work behaviors

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The Motivation Equation

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Figure 13.1

Expectancy Theory

Expectancy theory The theory that motivation will be high when

workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes.

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Expectancy, Instrumentality, and Valence

Figure 13.2

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Maslow’s Hierarchy of Needs

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Table 13.1

Alderfer’s ERG Theory

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Table 13.2

Herzberg’s Motivation-Hygiene Theory

Motivator needs relate to the nature of the work itself—autonomy, responsibility, interesting work.

Hygiene needs are related to the physical and psychological context of the work—comfortable work environment, pay, job security.

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McClelland’s Needs for Achievement, Affiliation, and Power

Need for Achievement The extent to which an individual has a strong

desire to perform challenging tasks well and to meet personal standards for excellence.

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Equity Theory

Equity Theory A theory of motivation

that focuses on people’s perceptions of the fairness of their work outcomes relative to their work inputs.

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Operant Conditioning Theory

Operant Conditioning People learn to perform behaviors that lead to

desired consequences and learn not to perform behaviors that lead to undesired consequences.

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Steps in Organizational Behavior Modification

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Figure 13.4

Salary Increase or Bonus?

Employee Stock Option A financial instrument

that entitles the bearer to buy shares of an organization’s stock at a certain price during a certain period of time or under certain conditions.

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