Chapter 5 work motivation
53
Work Motivation Human Behavior in Organization Professor Melvin Vitug Moraga Adamson University
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Transcript of Chapter 5 work motivation
Work Motivation Human Behavior in Organization
Professor Melvin Vitug Moraga
Adamson University
Chapter 5- slide 2 Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
“Do we all not know people who make the same resolutions year after year? Or maybe we are that person. My concern is that the resolution takes the
place of the action, as is also true with so many millions of people who sign up for an endless succession of self-help programs:
They think some magic words, some avowed promise, will magically transform their lives, when we all know that the real transformational work is tough, grueling, and usually involves sacrifice and unpleasant choices.”
Steve Salerno
Chapter 5- slide 3 Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
“We should make a resolution
against New Year RESOLUTIONs,
and instead strive for
REFORMATION of life.”
Steve Salerno
Chapter 5- slide 4 Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
2014 Key Points:
1. Seek reformation, not resolution
2. Make a plan and set goals
3. Pursue meaningful and purposeful goals
Discussion Roadmap Chapter 5
Work Motivation
Chapter 6
Appraising and Rewarding Performance
Chapter 7
Leadership
Chapter 8
Empowerment and Participation
Chapter 9
Employee Attitude and their Effects 5
Learning Objectives
† Define motivation and understand the motivational process
† Examine the motivational drives and various human needs
† Understand behavior modification
† Explain content theories and process theories of motivation
6
What is work motivation?
7
Motivation is the set of internal and external forces that cause an employee to choose a course of action and engage in certain behaviors
direction and focus of behavior
positive - a person is
dependable, creative, helpful,
timely
Negative –late, absent,
withdraws, low performance
level of effort
high
does just enough
persistence
continual high effort
gives up, works sometimes
3 Psychological forces that cause a person to act …
Motivation requires ....
9
...discovering and understanding employee d_________ and n ______
...clear goals to achieve
...positive performed for the organization acts need to be reinforced
A Model of Motivation
Potential Performance = Ability × Motivation (willingness)
Environment Opportunity
Needs &
Drives Tension Effort Performance Rewards
Goals & incentives
Ability
Need satisfaction
5-10
11
Categories of Motivation
Theories
Content
Theories
Process
Theories
focus on profiling the needs that
people seek to fulfill
focus on people’s thought or
cognitive processes
Reinforcement
Theories emphasize controlling behavior
by manipulating its consequences
... Understanding employee needs is
important...
Motivational Drives
• People develop certain motivational drives resulting from the cultural environment
• David McClelland of Harvard University developed three of the more dominant drives
13
Achievement
Affiliation
A drive to accomplish objectives
and get ahead
A drive to relate to people
effectively
Power A drive to influence people and
situation
Achievement Motivation
5-16
Achievers work hard when
• They will receive personal credit for effort
• The risk of failure is only moderate
• They receive feedback about past performance
Affiliation Motivation
• People with affiliation motives
o Work better when complimented for favorable attitudes and cooperation
o Surround themselves with likable people
o Have trouble assigning challenging tasks, directing activities, monitoring effectiveness
o May have trouble getting things done
5-18
Power Motivation
• A drive to influence people, take control, and change situations
o Positive or negative
o organization or personal
5-19
How Do Managers can Apply the Drives?
• Observe employee behavior to determine how employees respond
• Identify strongest motivational drive
John Newstrom Organizational Behavior 13th edition mcc 2011
Human Needs
5-21
• When a machine malfunctions, people recognize it needs something
• For improvement to occur, the operator requires skilled and professional care
• When people are treated as well as we do machines, we would have more productive and satisfied workers
John Newstrom Organizational Behavior 13th edition mcc 2011
Types of Human Needs
5-22
1. Basic Primary Needs
2. Secondary Needs
John Newstrom Organizational Behavior 13th edition mcc 2011
Types of Human Needs
5-23
1. Basic Primary Needs
• Includes food, water, sleep, air
• Universal
• May vary in strength
• Conditioned by social practice
John Newstrom Organizational Behavior 13th edition mcc 2011
Types of Human Needs
5-24
2. Secondary Needs
• More vague; represents needs of the mind and spirit rather than physical body
• Develop as people mature
• Includes self-esteem, sense of duty, competitiveness, affection, self-assertion
• Nearly any management action will affect secondary needs
Key conclusions about secondary needs:
• Strongly conditioned by experience
• Vary in type and intensity
• Subject to change across time
• Work in combination and influence each other
• Often hidden from conscious recognition
• Vague feelings, not specific physical needs
• Influence behavior in powerful ways
5-25
Human Needs (cont’n)
Physiological
Safety and Security
Belonging and Social
Esteem and Status
Self-Actualization
5-26
Maslow’s Hierarchy Needs
Physiological
Safety and Security
Belonging and Social
5-27
Maslow’s Hierarchy Needs
Today’s managers must…
• Identify and accept employee needs
• Recognize that needs differ among employees
• Offer satisfaction for currently unmet needs
• Realize that giving more of the same reward may have diminishing impact on motivation
5-28
Hierarchy Needs
Herzberg’s Two-Factor Theory
Maintenance Factor - work condition related to dissatisfaction caused by discomfort or pain
contributes to employee’s feeling not dissatisfied
contributes to absence of complaints
foundation to create reasonable motivation
Motivation Factor - work condition related to the satisfaction of the need for psychological growth
job enrichment
leads to superior performance & effort
Maintenance & Motivation Theory of Motivation
Maintenance factors avoid job
dissatisfaction
• Company policy
• Supervision
• Interpersonal relations
• Working conditions
• Salary
• Status
• Security
• Achievement
• Achievement recognition
• Work itself
• Responsibility
• Advancement
• Growth
Motivation factors increase job satisfaction
Effects of Maintenance and Motivational Factors
(Absence) Maintenance factors (Presence)
(Absence) Motivational factors (Presence)
High negative
feelings Neutral
High positive
feelings
Herzberg Two-Factor Model
Alderfer’s ERG Theory
Physiological
Safety & Security
Love (Social)
Esteem
SA
Existence
Relatedness
Growth
Alderfer’s ERG Theory
Growth needs
Desire for continued personal growth and development
Relatedness needs
Desire for satisfying interpersonal relationships
Existence needs
Desire for physiological and material well-being
Organizational Behavior Modification
5-35
OB Mod is the systematic reinforcement of desirable work behavior and the nonreinforcement or punishment of unwanted work behavior
Law of Effect - a person repeats behavior that has positive results; stops behaviors that have negative results
OB Mod - Law of Effect
2 Key Conditions
• Consequences must make sense
• Person must see connection between behavior and consequences
5-36
Uses four basic strategies: • Positive reinforcement
• Negative reinforcement
• Punishment
• Extinction
Four Consequences of OB Mod
Punishment Positive
reinforcement
Extinction Negative
reinforcement
Application
Withdrawal
Manager’s use
Negative Positive
Nature of consequence 5-37
Positive Reinforcement
Negative Reinforcement
favorable consequences that accompanies
behavior and encourages a repetition of
the behavior (e.g. high quality of work)
occurs when a behavior is accompanied by
removal of unfavorable consequences
Example: An employee receives a plaque of recognition (favorable
consequences) for a job well done (behavior).
Example: Jose submits sales report on time (behavior) in order to
avoid his supervisor from nagging (unfavorable consequences).
Punishment administration of an unfavorable
consequences that discourages certain
behavior
Extinction withholding of significant positive
consequences that were previously
provided for desirable behavior
Example: Edith is sent to a sales training (unfavorable consequence)
due to her failure to meet the quota for three months (behavior).
Example: Rene did not receive a P3,000 gift check (withholding of
positive consequence) as he usually claims because of one incidence
of late for the current month (behavior).
Thoughts to Ponder
“I‟m called „the poorest
president‟, but I don‟t feel poor.
Poor people are those who only
work to try to keep an expensive
lifestyle, and always want more
and more.”
Jose Mujica,
President of Uruguay
Thoughts to Ponder
He shuns presidential
mansion and lives in his modest
farmhouse..
Vroom’s Expectancy Theory
• It suggests that individuals can be motivated if they believe that:
• There is a positive correlation between efforts and performance
• Favorable performance will result in a desirable reward
• The reward will satisfy an important need
• The desire to satisfy the need is strong enough to make the effort worthwhile
VROOM - The Expectancy Model
Motivation = Valence × Expectancy × Instrumentality
Valence = reward preference from “I don’t care about the reward” to “I prefer to have the reward”
Expectancy = belief that effort will complete task
from” I can’t do it” to “I can do it perfectly”
Instrumentality = reward probability from ”I get the reward if I give excellent performance” to “There is no relation between reward and performance”
5-45
John Newstrom Organizational Behavior 13th edition mcc 2011
Valence, Expectancy, Instrumentality
Valence
Expectancy
Instrumentality
Strong
avoidance Indifference
Strong
preference
-1 0 +1
Low probability High probability
0 +1
Low probability High probability
0 +1
5-47
The Equity Model
Content and process theories of motivation look at the individual person
Equity model compares their rewards (outcomes) with their effort (inputs)
People…
• Observe one another
• Judge one another
• Make comparisons
Rewards Must seem to be “Fair”
5-48
The Equity Model
5-49
• People gauge the fairness of their work outcomes in
relation to others
• Felt negative inequity
Individual feels he/she has received relatively
less than others in proportion to work inputs
• Felt positive inequity
Individual feels he/she has received relatively
more than others in proportion to work inputs
Person's Inputs
Person's Outcomes
pay
fun at work
rewards
education
job difficulty
effort
Equity Model
John Newstrom Organizational Behavior 13th edition mcc 2011
The Equity Model Applied
People
• Have different perceptions
• Work within several social systems
• May have multiple reference groups
• Have shifting standards
• Have an upward orientation
• Have personal egos
• Are subject to equity sensitivity
• Need to see equal process
5-51
Motivational Models
† All have strengths and weaknesses
† All add to understanding of motivational process
† New models mainly cognitive
† Must be adapted to the situation
† Blending of many models is useful
5-52
Case Analysis: The Piano Builder
QUESTIONS:
1. Discuss the nature of Javier’s motivation in building pianos. What are his drives and needs? Would a behavior modification program affect his motivation? Why or why not? What would be the effect of setting a goal of two pianos per year for him?
2. How could a manufacturer of pianos build the motivation Carillo has now into its employees?
Ben Javier builds pianos from scratch. He is a consultant to a piano manufacturer. He is on call and works out about one week and a month, including some travel, to solve problems of customers. He also rebuilds about a dozen grand pianos every year for special customers; but according to Javier, the most satisfying part of his life is his hobby of building pianos from the beginning. “It’s the part that keeps a man alive, “ he says. The challenge of the work is what lures Javier onward. He derives satisfaction from precision and quality, and he comments, “Details makes the difference. When you cut a little corner here and a little corner there, you’ve cut a big hole. A piano is like the human body; all the parts are important.”
Javier has a substantial challenge in making a whole piano. His worls combines skills in cabinetmaking, metalworking, and engineering, with knowledge of acoustics and a keen ear for music. It requires great precision, because a tiny misalignment would ruin a piano’s tune. It also requires versatility. A keyboard must be balanced to respond to the touch of a finger; the pinblock, on the other hand, must withstand up to 20 tons of pressure. In addition, Javier had to make many of his own piano construction tools.
Javier has built 40 pianos in his 34-year career. Though construction takes nearly a year, he sells his pianos at the modest price of a commercial piano. He is seeking not money but challenge and satisfaction. He says, “The whole business is a series of closed doors. You learn one thing, and ther’s another closed door waiting to be opened. “Javier says his big dream is to build a grand piano: “It is one thing I haven’t done yet and want to do.”
