Basic Motivation Concepts
description
Transcript of Basic Motivation Concepts
©Prentice Hall, 2001 Chapter 6 1
Basic Motivation Concepts
Chapter 6
©Prentice Hall, 2001 Chapter 6 2
Learning ObjectivesLearning Objectives
• Outline the motivation process
• Describe Maslow’s need hierarchy
• Contrast Theory X and Theory Y
• Differentiate motivators from hygiene factors
• Examine the job characteristics that high
achievers prefer
©Prentice Hall, 2001 Chapter 6 3
Learning ObjectivesLearning Objectives
• Examine goals that increase performance
• State the impact of under-rewarding
employees
• Clarify relationships in expectancy theory
• Learn how the contemporary theories of
motivation complement each other
©Prentice Hall, 2001 Chapter 6 4
What Is Motivation?
Direction
PersistenceIntensity
Goals
©Prentice Hall, 2001 Chapter 6 5
Maslow’sMaslow’sHierarchyHierarchyof Needsof Needs SelfSelf
EsteemEsteem
SocialSocial
SafetySafety
PhysiologicalPhysiological
©Prentice Hall, 2001 Chapter 6 6
Theory XTheory XWorkersWorkers
Dislike WorkDislike Work
Avoid ResponsibilityAvoid Responsibility
Little AmbitionLittle Ambition
Theory YTheory YWorkersWorkers
Enjoy WorkEnjoy Work
Accept ResponsibilityAccept Responsibility
Self-DirectedSelf-Directed
Douglas McGregor
©Prentice Hall, 2001 Chapter 6 7
Herzberg’s Two-Factor Theory
Herzberg’s Two-Factor Theory
Hygiene FactorsHygiene Factors Motivational FactorsMotivational Factors
• Quality of supervision• Rate of pay• Company policies• Working conditions• Relations with others• Job security
• Quality of supervision• Rate of pay• Company policies• Working conditions• Relations with others• Job security
• Career Advancement
• Personal growth
• Recognition
• Responsibility
• Achievement
• Career Advancement
• Personal growth
• Recognition
• Responsibility
• Achievement
High HighJob Dissatisfaction Job Satisfaction0
©Prentice Hall, 2001 Chapter 6 8
Alderfer’s ERG TheoryAlderfer’s ERG TheoryAlderfer’s ERG TheoryAlderfer’s ERG Theory
ExistenceExistenceExistenceExistence GrowthGrowth
RelatednessRelatednessRelatednessRelatedness
©Prentice Hall, 2001 Chapter 6 9
The TheoryThe Theoryof Needsof Needs
DavidDavidMcClellandMcClelland
The TheoryThe Theoryof Needsof Needs
DavidDavidMcClellandMcClelland
Need forNeed forAchievementAchievement
(nAch)(nAch)
Need forNeed forAchievementAchievement
(nAch)(nAch)
Need forNeed forPowerPower(nPow)(nPow)
Need forNeed forPowerPower(nPow)(nPow)
Need forNeed forAffiliationAffiliation
(nAff)(nAff)
Need forNeed forAffiliationAffiliation
(nAff)(nAff)
©Prentice Hall, 2001 Chapter 6 10
McClelland’s Theory of needs
• nAch: moderately challenging goals, not too easy, not difficult, stretching
• nPow: status-oriented, competitive, “in charge”,
• nAff: be liked and accepted; cooperative
©Prentice Hall, 2001 Chapter 6 11
Need Theory and Job Performance
• Achievers prefer jobs that offer– Personal responsibility– Feedback– Moderate risks– Not a good manager
• Interested in how they doing personally, rather than influencing others.
• Npow and Naff– Related to managerial success
©Prentice Hall, 2001 Chapter 6 12
Cognitive EvaluationCognitive Evaluation
IntrinsicMotivatorsIntrinsic
MotivatorsExtrinsic
MotivatorsExtrinsic
Motivators
©Prentice Hall, 2001 Chapter 6 13
Cognitive evaluation theory
• Interdependence, rather than independence between intrinsic and extrinsic rewards
• Allocating extrinsic rewards reduce intrinsic rewards
• Loss control over one’s own behavior• Implications– Individual pay non-contingent on performance
©Prentice Hall, 2001 Chapter 6 14
• SpecificitySpecificity
• ChallengeChallenge
• FeedbackFeedback
• ParticipationParticipation
• CommitmentCommitment
• Self-efficacySelf-efficacy
• Task CharacteristicsTask Characteristics
• CultureCulture
Goal-Setting TheoryGoal-Setting Theory
©Prentice Hall, 2001 Chapter 6 15
Reinforcement TheoryReinforcement TheoryBehavior is a pattern of its consequencesBehavior is a pattern of its consequences
ConsequencesConsequences
RewardsRewards
No RewardsNo Rewards
PunishmentPunishment
BehaviorBehavior
©Prentice Hall, 2001 Chapter 6 16
Ratio Comparison*
Employee’sPerception
Outcomes A
Inputs A
Outcomes A
Inputs A
Outcomes A
Inputs A
Outcomes B
Inputs B
Outcomes B
Inputs B
Outcomes B
Inputs B
<
=
>
Inequity (Under-Rewarded)
Equity
Inequity (Over-Rewarded)
*Where A is the employee, and B is a relevant other or referent.
Equity TheoryEquity Theory
©Prentice Hall, 2001 Chapter 6 17
Research into EquityResearch into EquityPerceived fairnessPerceived fairness
Amount andAmount andAllocationAllocation
of Rewardsof Rewards
PerceivedPerceivedFairness of theFairness of the
Distribution ProcessDistribution Process
DistributiveDistributiveJusticeJustice
ProceduralProceduralJusticeJustice
©Prentice Hall, 2001 Chapter 6 18
Expectancy Theory
3. Rewards-personal goals relationship
1. Effort-performance relationship
2. Performance-rewards relationship
IndividualIndividualEffortEffort
IndividualIndividualPerformancePerformance
PersonalPersonalGoalsGoals
OrganizationalOrganizationalRewardsRewards
1 2
3
©Prentice Hall, 2001 Chapter 6 19
Performance DimensionsPerformance Dimensions
OpportunityOpportunityMotivationMotivation
AbilityAbility
PerformancePerformance
©Prentice Hall, 2001 Chapter 6 20
An Integrative Model of MotivationAn Integrative Model of Motivation
PersonalGoals
PersonalGoals
IndividualPerformance
IndividualPerformance
IndividualEffort
IndividualEffort
Goals DirectBehavior
Goals DirectBehavior
HighnAchHighnAch
AbilityAbility
OpportunityOpportunity PerformanceAppraisal Criteria
PerformanceAppraisal Criteria
PerformanceAppraisalSystem
PerformanceAppraisalSystem
ReinforcementReinforcement DominantNeeds
DominantNeeds
EquityComparison
O O IA IB
EquityComparison
O O IA IB
OrganizationRewards
OrganizationRewards
©Prentice Hall, 2001 Chapter 6 21
Motivation TheoriesAre Culture Bound
Need forNeed forAchievementAchievement
Hierarchy Hierarchy of Needsof Needs
Equity TheoryEquity Theory