Management Chapter13
description
Transcript of Management Chapter13
![Page 1: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/1.jpg)
![Page 2: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/2.jpg)
Motivation and Performance
McGraw-Hill/IrwinContemporary Management, 5/e
Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
chapter thirteen
![Page 3: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/3.jpg)
13-3
Learning Objectives
• Explain what motivation is and why managers need to be concerned about it.
• Describe from the perspectives of expectancy theory and equity theory what managers should do to have a highly motivated workforce.
• Explain how goals and needs motivate people and what kinds of goals are especially likely to result in high performance.
![Page 4: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/4.jpg)
13-4
Learning Objectives
• Identify the motivation lessons that managers can learn from operant conditioning theory and social learning theory.
• Explain why and how managers can use pay as a major motivation tool.
![Page 5: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/5.jpg)
13-5
The Nature of Motivation
• Motivation– The psychological forces that determine the
direction of a person’s behavior in an organization, a person’s level of effort, and a person’s level of persistence
– Explains why people behave the way they do in organizations
![Page 6: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/6.jpg)
13-6
The Nature of Motivation
• Direction - possible behaviors the individual could engage in
• Effort - how hard the individual will work
• Persistence - whether the individual will keep trying or give up
![Page 7: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/7.jpg)
13-7
Question?
What behavior is performed for its own sake?
A. Intrinsically Motivated Behavior
B. Extrinsically Motivated Behavior
C. Centrally Motivated Behavior
D. Inherently Motivated Behavior
![Page 8: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/8.jpg)
13-8
The Nature of Motivation
• Intrinsically Motivated Behavior– Behavior that is performed for its own sake.
• The source of the motivation that comes from actually performing the behavior.
• The sense of accomplishment and achievement derived from doing the work itself
![Page 9: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/9.jpg)
13-9
The Nature of Motivation
• Extrinsically Motivated Behavior– Behavior that is performed to acquire
material or social rewards or to avoid punishment.• The source of the motivation is the
consequences of the behavior and not the behavior itself.
![Page 10: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/10.jpg)
13-10
Outcomes and Inputs
• Outcome– Anything a person gets from a job or an
organization• Pay, job security, autonomy,
accomplishment
• Input– Anything a person contributes to his or her
job or organization• Time, effort, skills, knowledge, work
behaviors
![Page 11: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/11.jpg)
13-11
The Motivation Equation
Figure 13.1
![Page 12: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/12.jpg)
13-12
Expectancy Theory
Motivation will be high when workers believe:– High levels of effort will
lead to high performance. – High performance
will lead to the attainment of desired outcomes.
![Page 13: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/13.jpg)
13-13
Expectancy Theory
Major Factors of Motivation – Expectancy - the belief that effort (input)
will result in a certain level of performance– Instrumentality - the belief that
performance results in the attainment of outcomes
– Valence - how desirable each of the available outcomes from the job is to a person
![Page 14: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/14.jpg)
13-14
Expectancy, Instrumentality, and Valence
Figure 13.2
![Page 15: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/15.jpg)
13-15
Expectancy Theory
Figure 13.3
![Page 16: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/16.jpg)
13-16
Need Theories
• Need – A requirement or
necessity for survival and well-being.
• Need Theories– People are
motivated to obtain outcomes at work that will satisfy their needs
![Page 17: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/17.jpg)
13-17
Maslow’s Hierarchy of Needs
Table 13.1
Self-Self-actualizationactualization
Self-Self-actualizationactualization
Realize one’sRealize one’s full potentialfull potential
Realize one’sRealize one’s full potentialfull potential
Use abilities Use abilities to the fullestto the fullest
Use abilities Use abilities to the fullestto the fullest
EsteemEsteemEsteemEsteem Feel good Feel good about oneselfabout oneself
Feel good Feel good about oneselfabout oneself
PromotionsPromotions and recognitionand recognition
PromotionsPromotions and recognitionand recognition
BelongingnessBelongingnessBelongingnessBelongingness Social Social interaction, loveinteraction, love
Social Social interaction, loveinteraction, love
Interpersonal Interpersonal relations, partiesrelations, parties
Interpersonal Interpersonal relations, partiesrelations, parties
SafetySafetySafetySafety Security, stabilitySecurity, stabilitySecurity, stabilitySecurity, stability Job security, Job security, health insurancehealth insurance
Job security, Job security, health insurancehealth insurance
PhysiologicalPhysiologicalPhysiologicalPhysiological Food, water, Food, water, sheltershelter
Food, water, Food, water, sheltershelter
Basic pay level Basic pay level to buy itemsto buy items
Basic pay level Basic pay level to buy itemsto buy items
NeedsNeeds DescriptionDescription ExamplesExamples
Lower-level needs must be satisfied before higher-level needs are addressed..
Highest-level needs
Lowest-level needs
![Page 18: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/18.jpg)
13-18
Alderfer’s ERG Theory
Table 13.2
After lower level needs satisfied, person seeks higher needs. Whenunable to satisfy higher needs, lower needs motivation is raised.
GrowthGrowthGrowthGrowth Self-development,Self-development,creative workcreative work
Self-development,Self-development,creative workcreative work
ContinuallyContinuallyimprove skillsimprove skills
ContinuallyContinuallyimprove skillsimprove skills
RelatednessRelatednessRelatednessRelatedness Interpersonal Interpersonal relations, feelingsrelations, feelings
Interpersonal Interpersonal relations, feelingsrelations, feelings
Good relations,Good relations,accurate feedbackaccurate feedback
Good relations,Good relations,accurate feedbackaccurate feedback
ExistenceExistenceExistenceExistence Food, water, Food, water, clothing, and shelterclothing, and shelter
Food, water, Food, water, clothing, and shelterclothing, and shelter
Adequate payAdequate payfor necessitiesfor necessities
Adequate payAdequate payfor necessitiesfor necessities
NeedsNeeds DescriptionDescription ExamplesExamplesHighest-level
needs
Lowest-level needs
![Page 19: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/19.jpg)
13-19
Alderfer’s ERG Theory
• As lower level needs become satisfied, a person seeks to satisfy higher-level needs
• A person can be motivated by needs at more than one level at the same time
• When people experience need frustration they will focus on satisfying the needs at the next-lowest level
![Page 20: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/20.jpg)
13-20
Herzberg’s Motivation-Hygiene Theory
• Focuses on outcomes that lead to higher motivation and job satisfaction, and those outcomes that can prevent dissatisfaction.
• Unsatisfied hygiene needs create dissatisfaction; satisfaction of hygiene needs does not lead to motivation or job satisfaction.
![Page 21: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/21.jpg)
13-21
Herzberg’s Motivation-Hygiene Theory
• Motivator needs relate to the nature of the work itself—autonomy, responsibility, interesting work.
• Hygiene needs are related to the physical and psychological context of the work—comfortable work environment, pay, job security.
![Page 22: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/22.jpg)
13-22
McClelland’s Needs for Achievement, Affiliation, and Power
• Need for Achievement– A strong need to perform challenging
tasks well and meet personal standards for excellence
![Page 23: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/23.jpg)
13-23
McClelland’s Needs for Achievement, Affiliation, and Power
• Need for Affiliation– Concerned about establishing and
maintaining good interpersonal relations, being liked, and having the people around him get along with each other
• Need for Power– A desire to control or influence others
![Page 24: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/24.jpg)
13-24
Equity Theory
• Equity Theory – Focuses on people’s perceptions of the
fairness (or lack of fairness) of their work outcomes in proportion to their work inputs.
![Page 25: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/25.jpg)
13-25
Equity Theory
• A relative outcome to input ratio comparison to oneself or to another person (referent) perceived as similar to oneself.
• Equity exists when a person perceives that their outcome/input ratio to be equal to the referent’s ratio.– If the referent receives more outcomes, they
should also give more inputs to achieve equity.
![Page 26: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/26.jpg)
13-26
Equity Theory
Table 13.3
Condition Person Referent Example
EquityEquityEquityEquity OutcomesOutcomes = = OutcomesOutcomesInputs InputsInputs Inputs
OutcomesOutcomes = = OutcomesOutcomesInputs InputsInputs Inputs
Worker contributesWorker contributesmore inputs but alsomore inputs but also
gets more outputsgets more outputsthan referentthan referent
Worker contributesWorker contributesmore inputs but alsomore inputs but also
gets more outputsgets more outputsthan referentthan referent
UnderpaymentEquity
UnderpaymentEquity
Outcomes < OutcomesInputs Inputs
Outcomes < OutcomesInputs Inputs
Worker contributesmore inputs but also
gets the same outputsas referent
Worker contributesmore inputs but also
gets the same outputsas referent
OverpaymentOverpaymentEquityEquity
OverpaymentOverpaymentEquityEquity
OutcomesOutcomes > > OutcomesOutcomesInputs InputsInputs Inputs
OutcomesOutcomes > > OutcomesOutcomesInputs InputsInputs Inputs
Worker contributesWorker contributessame inputs but alsosame inputs but also
gets more outputsgets more outputsthan referentthan referent
Worker contributesWorker contributessame inputs but alsosame inputs but also
gets more outputsgets more outputsthan referentthan referent
![Page 27: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/27.jpg)
13-27
Equity Theory
• Inequity exists when worker’s outcome/input ratio is not equal to referent.– Underpayment inequity: ratio is less than the
referent.• Workers feel they are not getting the outcomes
they should for their inputs.– Overpayment inequity: ratio is higher than the
referent.• Workers feel they are getting more outcomes
than they should for their inputs.
![Page 28: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/28.jpg)
13-28
Equity Theory
• Restoring Equity: Inequity creates tension in workers causing them to attempt to restore equity.– In underpayment, workers may reduce input levels
to correct (rebalance) the ratio or seek a raise.– In overpayment, workers may change the referent
person and readjust their ratio perception.– If inequity persists, workers will often choose to
leave the organization.
![Page 29: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/29.jpg)
13-29
Goal Setting Theory
• Focuses on motivating workers to contribute their inputs to their jobs and organizations
• Considers how managers can ensure that workers focus their inputs in the direction of high performance and the achievement of organizational goals.
![Page 30: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/30.jpg)
13-30
Goal Setting Theory
• Goal– What a person is trying to accomplish
through his efforts and behaviors
– Must be specific and difficult
• Goals point out what is important to the firm.– Workers should be encouraged to develop
action plans to attain goals.
![Page 31: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/31.jpg)
13-31
Goal Setting Theory
• Goals motivate people to contribute more inputs to their jobs
• Goals help people focus their inputs in the right direction
![Page 32: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/32.jpg)
13-32
Learning Theories
• Managers can increase employee motivation and performance by the ways they link the outcomes that employees receive to the performance of desired behaviors in an organization and the attainment of goals
![Page 33: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/33.jpg)
13-33
Learning Theories
• Learning– A relatively permanent change in person’s
knowledge or behavior that results from practice or experience.
![Page 34: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/34.jpg)
13-34
Operant Conditioning Theory
• Operant Conditioning– People learn to perform behaviors that lead
to desired consequences and learn not to perform behaviors that lead to undesired consequences.
– Linking specific behaviors to the attainment of specific outcomes can motivate high performance and prevent behaviors that detract from organizational effectiveness.
![Page 35: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/35.jpg)
13-35
Question?
Which operant conditioning tool administers an undesired consequence to immediately stop a dysfunctional behavior?
A. Positive reinforcement
B. Negative reinforcement
C. Extinction
D. Punishment
![Page 36: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/36.jpg)
13-36
Operant Conditioning Tools
• Positive Reinforcement– Gives people outcomes they desire when
they perform organizationally functionally behaviors• Positive reinforcers: Pay, praises, or
promotions
![Page 37: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/37.jpg)
13-37
Operant Conditioning Tools
• Negative Reinforcement– Eliminating undesired outcomes once the
functional behavior occurs• Negative reinforcers: criticisms, pay cuts,
suspension
![Page 38: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/38.jpg)
13-38
Operant Conditioning Tools
• Extinction– Curtailing the performance of a dysfunctional
behavior by eliminating whatever is reinforcing it.
• Punishment– Administering an undesired/negative
consequence to immediately stop a dysfunctional behavior.
• Manager administers an undesired consequence to worker (verbal reprimand, demotion, pay cut).
![Page 39: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/39.jpg)
13-39
Avoiding Side Effects of Punishment
• Downplay the emotional element involved
• Try to punish dysfunctional behaviors as soon as they occur
• Try to avoid punishing someone in front of others
![Page 40: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/40.jpg)
13-40
Organizational Behavior Modification
• Organizational Behavior Modification– Managers systematically apply operant
conditioning techniques to promote the performance of organizationally functional behaviors and discourage the performance of dysfunctional behaviors
![Page 41: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/41.jpg)
13-41
Organizational Behavior Modification
• Used to improve productivity, efficiency, attendance, punctuality, safe work practices, and customer service
• Sometimes questioned because of lack of relevance to certain work behaviors
• To critics it is overly controlling and robs workers of their dignity, individuality, freedom of choice and creativity
![Page 42: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/42.jpg)
13-42Figure 13.4
Steps in Organizational Behavior Modification
![Page 43: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/43.jpg)
13-43
Social Learning Theory
• Social Learning Theory– Proposes that motivation results not only
from direct experience of rewards and punishments but also from a person’s thoughts and beliefs
![Page 44: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/44.jpg)
13-44
Social Learning Theory
• Vicarious Learning (Observational Learning)– Occurs when a person becomes motivated
to perform a behavior by watching another person perform the behavior and be positively reinforced for doing so
![Page 45: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/45.jpg)
13-45
Social Learning Theory
• Self-Reinforcement– Any desired or attractive outcome or award
that a person can give himself or herself for good performance.
• Self-efficacy– A person’s belief about his or her ability to
perform a behavior successfully.
![Page 46: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/46.jpg)
13-46
Pay and Motivation
• Pay as a Motivator– Expectancy: Instrumentality, the association
between performance and outcomes, must be high for motivation to be high.
– Need Theory: pay is used to satisfy many needs.
– Equity Theory: pay is given in relation to inputs.
![Page 47: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/47.jpg)
13-47
Pay and Motivation
• Pay as a Motivator– Goal Setting Theory: pay is linked to
attainment of goals.– Learning Theory: outcomes (pay), is
distributed upon performance of functional behaviors.
![Page 48: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/48.jpg)
13-48
Merit Pay and Performance
• Merit Pay Plan– A compensation plan that bases pay on
based on individual, group and/or organization performance.
– Individual plan: when individual performance (sales) can accurately measured.
![Page 49: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/49.jpg)
13-49
Merit Pay and Performance
• Merit Pay Plan– Group plan: when group that works closely
together is measured and rewarded as a group.
– Organization plan: when group or individual outcomes not easily measured.
![Page 50: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/50.jpg)
13-50
Salary Increase or Bonus?
• Motivational Value of a Bonus Is Higher When:– Salary levels are unrelated to current
performance.– Changes in other compensation items (cost
of living, seniority) are not having a large effect in increasing compensation.
– Salaries rarely change and performance does.
![Page 51: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/51.jpg)
13-51
Salary Increase or Bonus?
• Benefits of Using Bonuses– Do not become permanent part of
compensation– Are more directly tied to current
performance– Provide more flexibility in distributing
rewards
![Page 52: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/52.jpg)
13-52
Salary Increase or Bonus?
• Employee Stock Option–A financial instrument that entitles the bearer
to buy shares of an organization’s stock at a certain price during a certain period of time or under certain conditions.
![Page 53: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/53.jpg)
13-53
Discussion Question?
Which merit pay plan is the most effective?
A. Piece rate
B. Commission
C. Scanlon plan
D. Profit sharing
![Page 54: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/54.jpg)
13-54
Examples of Merit Pay Plans
• Piece-rate Pay– Employee’s pay is based on the number of units
that the employee produces.
• Commission Pay– Employee’s pay is based on a percentage of sales
that the employee makes.
• Organization-based Merit Plans– Scanlon plan—focuses on reduced expenses or
cutting costs– Profit sharing—employees receive a share of an
organization’s profits
![Page 55: Management Chapter13](https://reader034.fdocuments.in/reader034/viewer/2022042515/54515a29af795982318b75b1/html5/thumbnails/55.jpg)
13-55
Movie Example: Mr. Holland’s Opus
As a manager, is it important for Principal Jacobs to know the motivations of her subordinates?