Post on 31-Oct-2014
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Motivation Concepts
Chapter 5
Essentials of Organizational Behavior, 9/e
Stephen P. Robbins/Timothy A. Judge
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After studying this chapter, you should be able to:
1. Outline the motivation process2. Describe Maslow’s needs hierarchy3. Differentiate motivators from hygiene factors4. List the characteristics that high achievers prefer in a
job5. Summarize the types of goals that increase
performance6. Discuss ways self-efficacy can be increased7. State the impact of under rewarding employees8. Clarify the key relationships in expectancy theory
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What is Motivation?
• The processes that account for an individual’s intensity, direction and persistence of effort toward attaining a goal. Intensity – how hard a person tries Direction – one that benefits the
organization Persistence – how long the effort is
maintained
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Maslow’s Hierarchy of Needs Theory
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Theory X and Theory Y
Theory X• Inherent dislike for work
and will attempt to avoid it• Must be coerced,
controlled or threatened with punishment
• Will avoid responsibilities and seek formal direction
• Place security above all factors and will display little ambition
Theory Y• View work as being as
natural as rest or play• Will exercise self-direction
and self-control if committed to objectives
• Can learn to accept, even seek, responsibility
• Can make innovative decisions on their own
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Two-Factor Theory
HighHigh HighHighJob DissatisfactionJob Dissatisfaction Job SatisfactionJob Satisfaction00
Hygiene factors affectHygiene factors affectjob dissatisfactionjob dissatisfaction
Motivator factors affectMotivator factors affectjob satisfactionjob satisfaction
• Quality of supervisionQuality of supervision• PayPay• Company policiesCompany policies• Physical working Physical working
conditionsconditions• Relations with othersRelations with others• Job securityJob security
• Promotional opportunitiesPromotional opportunities• Opportunities for personal Opportunities for personal
growthgrowth• RecognitionRecognition• ResponsibilityResponsibility• AchievementAchievement
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Herzberg’s Two-Factor Theory
• Managers who seek to eliminate factors that can create job dissatisfaction may bring about peace but not necessarily motivation.
• If a manager wants to motivate people on their jobs, he should emphasize factors associated with the work itself or to outcomes directly derived from it.
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McClelland's Theory of Needs
• Need for achievement (nAch) - drive to excel
• Need for power (nPow) - the need to make others behave in a way they would not have behaved otherwise
• Need for affiliation (nAff) - the desire for friendly and close interpersonal relationships
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McClelland's Theory of Needs
• High achievers prefer jobs with personal responsibilityresponsibility, feedbackfeedback, and intermediate degree of risk.risk.
• High achievers are not necessarily goodgood managers.
• AffiliationAffiliation and powerpower closely related to managerial success
• Employees can be trained to stimulatestimulate their achievement need.
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Cognitive Evaluation Theory
• Proposes that the introduction of extrinsic rewards for work that was previously intrinsically rewarding tends to decrease overall motivation
• Verbal rewards increase intrinsic motivation, while tangible rewards undermine it
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Goal-Setting Theory
• Specific goals lead to increased performance.• Difficult goals, when accepted, result in higher
output than easy goals.• Self-generated feedback is a more powerful
motivator than externally generated feedback.• Influences on goal-performance relationship:
Commitment Task characteristics National culture
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Management by Objectives (MBO)
• Converts overall organizational objectives into specific objectives for work units and individuals
• Common ingredients: Goal specificity Participation in decision making Explicit time period Performance feedback
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Self-Efficacy Theory
• Refers to an individual’s belief that they are capable of performing a task
• Ways self-efficacy can be increased: Enactive mastery – gain experience Vicarious modeling – see someone else do the task Verbal persuasion – someone convinces you that you
have the skills Arousal – get energized
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Equity Theory
• Employees weigh what they put into a job situation (input) against what they get from it (outcome).
• Then they compare their input-outcome ratio with the input-outcome ratio of relevant others.
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Equity Theory
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Choices when perceived inequity
1. Change their inputs
2. Change their outcomes
3. Distort perceptions of self
4. Distort perceptions of others
5. Choose a different referent
6. Leave the field
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Forms of justice
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Expectancy Theory
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Theories are Often Culture-Bound
• Most motivation theories were developed in the U.S. by Americans and about Americans
• Not all cultures have the same characteristics as American culture
• Many cultures desire interesting work and other factors
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Implications for Managers
• Look beyond need theories
• Goal setting leads to higher productivity
• Organizational justice has support
• Expectancy theory’s power in explaining productivity increases when jobs are more complex and higher in the organization
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Summary
1. Outlined the motivation process2. Described Maslow’s needs hierarchy3. Differentiated motivators from hygiene factors4. Listed the characteristics that high achievers prefer in a
job5. Summarized the types of goals that increase
performance6. Discussed ways self-efficacy can be increased7. Stated the impact of under rewarding employees8. Clarified the key relationships in expectancy theory