Motivation and Performance chapter thirteen Copyright © 2014 by The McGraw-Hill Companies, Inc. All...
-
Upload
calvin-daniel -
Category
Documents
-
view
218 -
download
0
description
Transcript of Motivation and Performance chapter thirteen Copyright © 2014 by The McGraw-Hill Companies, Inc. All...
![Page 1: Motivation and Performance chapter thirteen Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.](https://reader036.fdocuments.in/reader036/viewer/2022062412/5a4d1af07f8b9ab05997da23/html5/thumbnails/1.jpg)
Motivation and
Performance
chapter thirteen
Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
![Page 2: Motivation and Performance chapter thirteen Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.](https://reader036.fdocuments.in/reader036/viewer/2022062412/5a4d1af07f8b9ab05997da23/html5/thumbnails/2.jpg)
Learning Objectives
1. Explain what motivation is and why managers need to be concerned about it.
2. Describe from the perspectives of expectancy theory and equity theory what managers should do to have a highly motivated workforce.
3. Explain how goals and needs motivate people and what kinds of goals are especially likely to result in high performance.
4. Identify the motivation lessons that managers can learn from operant conditioning theory and social learning theory.
5. Explain why and how managers can use pay as a major motivation tool.
13-2
![Page 3: Motivation and Performance chapter thirteen Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.](https://reader036.fdocuments.in/reader036/viewer/2022062412/5a4d1af07f8b9ab05997da23/html5/thumbnails/3.jpg)
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
13-3
![Page 4: Motivation and Performance chapter thirteen Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.](https://reader036.fdocuments.in/reader036/viewer/2022062412/5a4d1af07f8b9ab05997da23/html5/thumbnails/4.jpg)
Outcomes and Inputs
Outcome Anything a person gets
from a job or an organization
Pay, job security, benefits, vacation time
Input Anything a person
contributes to his or her job or organization
Time, effort, skills, knowledge, work behaviors
13-4
![Page 5: Motivation and Performance chapter thirteen Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.](https://reader036.fdocuments.in/reader036/viewer/2022062412/5a4d1af07f8b9ab05997da23/html5/thumbnails/5.jpg)
The Motivation Equation
13-5
Figure 13.1
![Page 6: Motivation and Performance chapter thirteen Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.](https://reader036.fdocuments.in/reader036/viewer/2022062412/5a4d1af07f8b9ab05997da23/html5/thumbnails/6.jpg)
Expectancy Theory
Expectancy theory The theory that motivation will be high when
workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes.
13-6
![Page 7: Motivation and Performance chapter thirteen Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.](https://reader036.fdocuments.in/reader036/viewer/2022062412/5a4d1af07f8b9ab05997da23/html5/thumbnails/7.jpg)
Expectancy, Instrumentality, and Valence
Figure 13.2
13-7
![Page 8: Motivation and Performance chapter thirteen Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.](https://reader036.fdocuments.in/reader036/viewer/2022062412/5a4d1af07f8b9ab05997da23/html5/thumbnails/8.jpg)
Maslow’s Hierarchy of Needs
13-8
Table 13.1
![Page 9: Motivation and Performance chapter thirteen Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.](https://reader036.fdocuments.in/reader036/viewer/2022062412/5a4d1af07f8b9ab05997da23/html5/thumbnails/9.jpg)
Alderfer’s ERG Theory
13-9
Table 13.2
![Page 10: Motivation and Performance chapter thirteen Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.](https://reader036.fdocuments.in/reader036/viewer/2022062412/5a4d1af07f8b9ab05997da23/html5/thumbnails/10.jpg)
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.
13-10
![Page 11: Motivation and Performance chapter thirteen Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.](https://reader036.fdocuments.in/reader036/viewer/2022062412/5a4d1af07f8b9ab05997da23/html5/thumbnails/11.jpg)
McClelland’s Needs for Achievement, Affiliation, and Power
Need for Achievement The extent to which an individual has a strong
desire to perform challenging tasks well and to meet personal standards for excellence.
13-11
![Page 12: Motivation and Performance chapter thirteen Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.](https://reader036.fdocuments.in/reader036/viewer/2022062412/5a4d1af07f8b9ab05997da23/html5/thumbnails/12.jpg)
Equity Theory
Equity Theory A theory of motivation
that focuses on people’s perceptions of the fairness of their work outcomes relative to their work inputs.
13-12
![Page 13: Motivation and Performance chapter thirteen Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.](https://reader036.fdocuments.in/reader036/viewer/2022062412/5a4d1af07f8b9ab05997da23/html5/thumbnails/13.jpg)
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.
13-13
![Page 14: Motivation and Performance chapter thirteen Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.](https://reader036.fdocuments.in/reader036/viewer/2022062412/5a4d1af07f8b9ab05997da23/html5/thumbnails/14.jpg)
Steps in Organizational Behavior Modification
13-14
Figure 13.4
![Page 15: Motivation and Performance chapter thirteen Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.](https://reader036.fdocuments.in/reader036/viewer/2022062412/5a4d1af07f8b9ab05997da23/html5/thumbnails/15.jpg)
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.
13-15