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Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

Chapter 4

Motivation

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Myths of Motivation

• Money is not a motivator

• Everyone is motivated by the same things I am

• Punishment does not motivate

• Low performance is always attributable to low motivation

• Lack of motivation stems largely from lazy, apathetic and un-motivated people

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Motivation

Performance = f ( Motivation x Ability X Opportunity )

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Expectancy Theory

• Expectancy

• Instrumentality

• Valence

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The Person as a Source of Motivation

• Maslow’s Hierarchy of Needs

• Equity Approach

• McClelland’s Learned Needs

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Equity Approach to Motivation

• Potential actions to restore equity

• Equity sensitivity

• What managers need to do to maintain equity

• The Platinum Rule

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McClelland’s Learned Needs

• Need for power

• Need for affiliation

• Need for achievement

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McClelland’s Learned Needs

• What do I need from work?

• What motivates others?

• Applying the learned needs in the workplace

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The Supervisor or Others as a Source of Motivation

• Goal Setting

• Reinforcement Theory – Behavior Modification

• Finding Creative Positive Reinforcements

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Reinforcement Theory and Behavior Modification

• Reinforcement theory – Simple notion that people are motivated to

repeat behavior that gets rewarded

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Reinforcement Theory and Behavior Modification

1. Performance-related behaviors are identified

2. The frequency of these behaviors is measured

3. The contingencies supporting the current behaviors are identified

4. Behaviorally-based intervention strategy is developed and implemented

5. Resulting performance-related behaviors are measured

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Developing and Implementing a Behavioral Strategy

• Operant conditioning

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Reinforcement Theory and Behavior Modification

• Positive reinforcement

• Extinction

• Negative reinforcement

• Punishment

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Punishment and the “Red Hot Stove”

• Clear expectations

• Consistent

• Timely

• Powerful

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The Task as a Source of Motivation

• Job Characteristics Model

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Job Characteristics Model

• Skill variety

• Task identity

• Task significance

• Autonomy

• Feedback

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The MPS Formula

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Implementing Concepts for the Job Characteristics Model

• Combine tasks

• Group tasks into natural work units

• Give workers contact with customers

• Vertically load jobs

• Open feedback channels

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Motivation Tool Kits

• Equity Sensitivity Measure

• Skills needed to improve motivation using expectancy

• Steps to effective punishment

• Steps to rewarding effectively

• Methods to deliver reinforcers