Chapter 15 ©2001 South-Western College Publishing Pamela S. Lewis Stephen H. Goodman Patricia M....
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Transcript of Chapter 15 ©2001 South-Western College Publishing Pamela S. Lewis Stephen H. Goodman Patricia M....
Chapter 15Chapter 15
©2001 South-Western College Publishing©2001 South-Western College Publishing©2001 South-Western College Publishing©2001 South-Western College Publishing
Pamela S. LewisPamela S. LewisStephen H. GoodmanStephen H. Goodman
Patricia M. FandtPatricia M. Fandt
Slides Prepared bySlides Prepared byBruce R. BarringerBruce R. Barringer
University of Central FloridaUniversity of Central Florida
Pamela S. LewisPamela S. LewisStephen H. GoodmanStephen H. Goodman
Patricia M. FandtPatricia M. Fandt
Slides Prepared bySlides Prepared byBruce R. BarringerBruce R. Barringer
University of Central FloridaUniversity of Central Florida
Motivating Organizational Members
Motivating Organizational Members
Transparency 15-2Transparency 15-2© 2001 South-Western Publishing© 2001 South-Western Publishing
Learning ObjectivesSlide 1 of 2
Learning ObjectivesSlide 1 of 2
1.Explain the basic motivation process.
2.Describe the different approaches to motivation.
3.Define need-based approaches of employee motivation.
4.Explain the process approaches to employee motivation.
5.Outline how goal setting is used as a tool for motivating individuals.
Transparency 15-3Transparency 15-3© 2001 South-Western Publishing© 2001 South-Western Publishing
Learning ObjectivesSlide 2 of 2
Learning ObjectivesSlide 2 of 2
6.Specify how behavior modification can be used to increase and decrease behavior in an organizational setting.
7.Address the application of participative management in contemporary organizations.
8.Clarify the use of money as a motivator.
9.Account for the importance of motivation from an international perspective.
Transparency 15-4Transparency 15-4© 2001 South-Western Publishing© 2001 South-Western Publishing
Motivation DefinedMotivation Defined
The forces and expenditure of effort acting on or within a person that cause that person to behave in a specific, goal-directed manner.
Transparency 15-5Transparency 15-5© 2001 South-Western Publishing© 2001 South-Western Publishing
The Relationship Between Motivation and PerformanceThe Relationship Between
Motivation and Performance
EducationKnowledgeEducationKnowledge
Mechanical Skills
Psychomotor Skills
Mental Skills
Motivation x Ability Performance
Transparency 15-6Transparency 15-6© 2001 South-Western Publishing© 2001 South-Western Publishing
Motivation ApproachesMotivation Approaches
• Need-Based Models– Emphasize specific human needs or the factors
within a person that energize, direct, and stop behavior.
• Process Models– Take a more dynamic view of motivation. They
focus on understanding the thought or cognitive processes that take place within the individual’s mind and act to affect behavior, as well as cues in the environment that influence behavior.
Transparency 15-7Transparency 15-7© 2001 South-Western Publishing© 2001 South-Western Publishing
Need-Based Models of Motivation
Need-Based Models of Motivation
Maslow’sHierarchy of
Needs
Herzberg’sTwo-Factor
Model
Acquired-Needs Model
Transparency 15-8Transparency 15-8© 2001 South-Western Publishing© 2001 South-Western Publishing
Maslow’s Hierarchy of Needs Slide 1 of 2
Maslow’s Hierarchy of Needs Slide 1 of 2
• According to Maslow, a person has five fundamental needs:– Physiological, security, affiliation, esteem, and
self-actualization.
• Individuals have various needs and try to satisfy these needs using a priority system or hierarchy.
Transparency 15-9Transparency 15-9© 2001 South-Western Publishing© 2001 South-Western Publishing
Maslow’s Hierarchy of Needs Slide 2 of 2
Maslow’s Hierarchy of Needs Slide 2 of 2
Self-
actualization
Esteem
Affiliation
Physiological
Security
Transparency 15-10Transparency 15-10© 2001 South-Western Publishing© 2001 South-Western Publishing
Two-Factor Model Slide 1 of 2
Two-Factor Model Slide 1 of 2
• Herzberg found that the factors leading to job satisfaction were separate and distinct from those that lead to job dissatisfaction.– Motivator factors
• Related to job content or what people actually do in their work.
– Hygiene factors• Associated with the job context in which the
job is performed.
Transparency 15-11Transparency 15-11© 2001 South-Western Publishing© 2001 South-Western Publishing
Two-Factor Model Slide 2 of 2
Two-Factor Model Slide 2 of 2
Motivator Factors
Hygiene Factors
- Achievement
- Recognition
- The work itself
- Company policy
- Salary
- Work conditions
Dissatifaction No dissatifaction
No satisfaction Satisfaction
Transparency 15-12Transparency 15-12© 2001 South-Western Publishing© 2001 South-Western Publishing
Acquired-Needs Model Slide 1 of 2
Acquired-Needs Model Slide 1 of 2
• The acquired-needs model focuses on three particularly important or relevant needs in the work environment:– Need for achievement– Need for affiliation– Need for power
• The model proposes that when a need is strong, it will motivate the person to engage in behavior to satisfy that need.
Transparency 15-13Transparency 15-13© 2001 South-Western Publishing© 2001 South-Western Publishing
Acquired-Needs Model Slide 2 of 2
Acquired-Needs Model Slide 2 of 2
• Need for Achievement– The drive to excel, to accomplish challenging
tasks, and to achieve a standard of excellence.
• Need for Power– The desire to influence and control one’s
environment.
• Need for Affiliation– The desire for friendly and close interpersonal
relationships.
Transparency 15-14Transparency 15-14© 2001 South-Western Publishing© 2001 South-Western Publishing
Process-Based Models of Motivation
Process-Based Models of Motivation
ExpectancyModel
EquityModel
GoalSetting
BehaviorModification
Transparency 15-15Transparency 15-15© 2001 South-Western Publishing© 2001 South-Western Publishing
Expectancy Model Slide 1 of 4
Expectancy Model Slide 1 of 4
• Motivational model suggesting that work motivation is determined by the individual’s perceptions:– The relationship between effort and
performance.– The desirability of various work outcomes that
are associated with different performance levels.
Transparency 15-16Transparency 15-16© 2001 South-Western Publishing© 2001 South-Western Publishing
Expectancy Model Slide 2 of 4
Expectancy Model Slide 2 of 4
• Components of Expectancy Model– Expectancy
• The belief that a particular level of effort will be followed by a particular level of performance.
– Instrumentality• The probability assigned by the individual
that a specific level of achieved task performance will lead to various work outcomes.
Transparency 15-17Transparency 15-17© 2001 South-Western Publishing© 2001 South-Western Publishing
Expectancy Model Slide 3 of 4
Expectancy Model Slide 3 of 4
• Components of Expectancy Model – Valence
• The value or importance that the individual attaches to various work outcomes.
Transparency 15-18Transparency 15-18© 2001 South-Western Publishing© 2001 South-Western Publishing
Expectancy Model Slide 4 of 4
Expectancy Model Slide 4 of 4
Effort
Performance
Outcomes: Rewards
Valence
Instrumentality
Expectancy
Transparency 15-19Transparency 15-19© 2001 South-Western Publishing© 2001 South-Western Publishing
Equity Model Slide 1 of 3
Equity Model Slide 1 of 3
• Equity model focuses on an individual’s feelings about how fairly he or she is treated in comparison with others.
• The model makes two assumptions:– Individuals evaluate their interpersonal
relationships just as they evaluate any exchange process.
– Individuals compare their situations with those of others to determine the equity of their own situation.
Transparency 15-20Transparency 15-20© 2001 South-Western Publishing© 2001 South-Western Publishing
Equity Model Slide 2 of 3
Equity Model Slide 2 of 3
• Maintaining Equity– Equity theory suggests that maintaining one’s
self-esteem is an important priority. To reduce a perceived inequity, a person may take one of the following actions:• Change work inputs either upward or
downward to an equitable level.• Change outcomes to restore equity.• Psychologically distort comparisons.
Transparency 15-21Transparency 15-21© 2001 South-Western Publishing© 2001 South-Western Publishing
Equity Model Slide 3 of 3
Equity Model Slide 3 of 3
• Maintaining Equity– Ways of reducing a perceived inequity:
• Change the comparison person he or she is using to another person.
• Leave the situation (e.g., quit the job or transfer to another department).
Transparency 15-22Transparency 15-22© 2001 South-Western Publishing© 2001 South-Western Publishing
Goal Setting Slide 1 of 2
Goal Setting Slide 1 of 2
• A process intended to increase efficiency and effectiveness by specifying the desired outcomes toward which individuals, groups, departments, and organizations work.
Transparency 15-23Transparency 15-23© 2001 South-Western Publishing© 2001 South-Western Publishing
Goal Setting Slide 2 of 2
Goal Setting Slide 2 of 2
• As a motivational tool, goal setting can help employees because goals serve three purposes:– Guide and direct behavior toward supportive
organizational goals.– Provide challenges and standards against which
the individual can be assessed.– Define what is important and provide a
framework for planning.
Transparency 15-24Transparency 15-24© 2001 South-Western Publishing© 2001 South-Western Publishing
Behavior ModificationSlide 1 of 2
Behavior ModificationSlide 1 of 2
• Behavior modification is the application of reinforcement theory that rests on two underlying assumptions:– First, human behavior is determined by the
environment.– Second, human behavior is subject to observable
laws and can be predicted and changed.
Transparency 15-25Transparency 15-25© 2001 South-Western Publishing© 2001 South-Western Publishing
Behavior ModificationSlide 2 of 2
Behavior ModificationSlide 2 of 2
• Implication of Behavior Modification Assumptions– Since people repeat behaviors that are positively
reinforced and avoid behaviors that are punished, managers can influence employee performance by reinforcing behavior they see as supporting organizational goals.
Transparency 15-26Transparency 15-26© 2001 South-Western Publishing© 2001 South-Western Publishing
Reinforcement Strategies Slide 1 of 3
Reinforcement Strategies Slide 1 of 3
• Positive Reinforcement– The administration of positive and rewarding
consequences following a desired behavior.
• Avoidance– Strengthens desired behavior by allowing
escape from an undesirable consequence.
Transparency 15-27Transparency 15-27© 2001 South-Western Publishing© 2001 South-Western Publishing
Reinforcement Strategies Slide 2 of 3
Reinforcement Strategies Slide 2 of 3
• Extinction– The withdrawal of the positive reward or
reinforcing consequences for an undesirable behavior.
• Punishment– The administration of negative consequences
following undesirable behavior.
Transparency 15-28Transparency 15-28© 2001 South-Western Publishing© 2001 South-Western Publishing
Reinforcement Strategies Slide 3 of 3
Reinforcement Strategies Slide 3 of 3
Behavior
Supportsorganizational
goals
Hinders organizational
goals
Positivereinforcement
Avoidance Extinction Punishment
Transparency 15-29Transparency 15-29© 2001 South-Western Publishing© 2001 South-Western Publishing
Schedules of Reinforcement Slide 1 of 2
Schedules of Reinforcement Slide 1 of 2
• Continuous Schedule of Reinforcement– Rewarding a desired behavior each time it
occurs.
• Partial Schedule of Reinforcement– Rewarding the desired behavior intermittently.
• Fixed Interval Schedule– Rewards employees at specific time intervals,
assuming that the desired behaviors have continued at an appropriate level.
Transparency 15-30Transparency 15-30© 2001 South-Western Publishing© 2001 South-Western Publishing
Schedules of Reinforcement Slide 2 of 2
Schedules of Reinforcement Slide 2 of 2
• Fixed Ratio Schedule– Provides a reinforcement after a fixed number
of occurrences of the desired behavior.
• Variable Interval Schedule– When reinforcement is administered at random
or varying times that cannot be predicted by the employee.
• Variable Ratio Schedule– Reinforcement administered after a varying or
random number of occurrences.
Transparency 15-31Transparency 15-31© 2001 South-Western Publishing© 2001 South-Western Publishing
Contemporary Motivational Approaches
Slide 1 of 3
Contemporary Motivational Approaches
Slide 1 of 3
• Participative Management– Encompasses various activities in which
subordinates share a significant degree of decision-making power with their immediate superiors.
– The use of participative management involves any process where power, knowledge, information, and rewards are moved downward in the organization.
Transparency 15-32Transparency 15-32© 2001 South-Western Publishing© 2001 South-Western Publishing
Contemporary Motivational Approaches
Slide 2 of 3
Contemporary Motivational Approaches
Slide 2 of 3
• Participative Management (cont.)– When companies increase the amount of
control and discretion workers have over their jobs, they are empowering employees and may improve the motivation of both employees and management.
Transparency 15-33Transparency 15-33© 2001 South-Western Publishing© 2001 South-Western Publishing
Contemporary Motivational Approaches
Slide 3 of 3
Contemporary Motivational Approaches
Slide 3 of 3
• Money as a Motivator– Does money motivate employees?
• Expectancy Model - Asserts that money motivates people if it is contingent on performance and satisfies their personal goals.
• Herzberg’s Two-Factor Model - Would argue that money is a hygiene factor, so it does not act as a motivator.
Transparency 15-34Transparency 15-34© 2001 South-Western Publishing© 2001 South-Western Publishing
Prescription for Greater Motivation
Prescription for Greater Motivation
• Tell people what you expect them to do.
• Make the work valuable.
• Make the work doable.
• Give feedback.
• Reward successful performance.