Motivation Chap 7

8/13/2019 Motivation Chap 7

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Enriquez, FrauleinEscuzar, ShairaEstapia, MarieRomeo, Abigail



The processes that account for an individuaintensity, direction, and persistence of effort to

attaining a goal.

Three key elements:

Intensi ty - describes how the person tries

Direct ion - orientation towards the organization’s goal

Persistence - measures how long a person can maintaineffort



Hierarchy of Needs Theory

Theory X and Theory Y

Two-Factor Theory

McClelland’s Theory of Needs



Each in the level in the needs hierarchy must be satisfied before thbecomes dominant

Lower-order needs: satisfied externally

- Physiological

- Safety

Higher-order needs: satisfied internally

- Social

- Esteem

- Self-actualization



Physiological

Includes hunger, thirst, shelter, sex, and other bodily needs.

Safety

Security and protection from physical and emotional harm.

Social

Affection, belongingness, acceptance, and friendship.

Esteem

Internal factors such as self-respect, autonomy, and achievement, and efactors such as status, recognition, and attention.

Self-actualization

Drive to become what we are capable of becoming; includes growth, acour potential, and self-fulfilment.



The views of the nature of the human beings are baa certain assumptions that mold their behavio

Theory X = negative perspective = poor results

Theory X is the assumption that employees dislike work, are lazy, dislike resp

and must be coerced to perform.

Theory Y = positive perspective = better performance & res

Theory X is the assumption that employees like work, are creative, seek respand can exercise self-direction.



Relates intrinsic factors to job satisfaction and associates efactors with dissatisfaction. Also called motivation-hygiene

Intrinsic factors (motivators) = job satisfaction

Extrinsic factors(hygiene) = job dissatisfaction



CRITICISMS OF TWO-FACTOR THEORYHerzberg says that hygiene factors must b e met to

remove dissat isfact ion. If mo tivators are given,then sat isfact ion can occur.

Herzberg is limited by his methodology

-Participants had self-serving bias

Reliability of raters questioned

-Bias or errors of observation

No overall measure of satisfaction was used

Herzberg assumed, but didn’t research, a strong relationshipbetween satisfaction and productivity



A theory that states achievement, power, and affiare three important needs that help explain motiv

Need for achievement (nAch) is the drive to succeed and excel in relationstandards.

Need for power (nPow) is the need to make others behave in a way they whave otherwise.

Need for affiliation (nAff) is the desire for friendly and close interpersonalrelationships.



Self-Determination Theory

Goal-Setting Theory

Self-Efficacy Theory

Reinforcement Theory

Equity Theory

Expectancy Theory



People prefer to feel they have control over their aso anything that makes a previously enjoyed tas

more like an obligation than a freely chosen activundermine motivation.

Cognitive Evaluation Theory – hypothesizes that extrinsic rewareduce intrinsic interest in a task.



Intrinsic and extrinsic rewards are not independent

Extrinsic rewards may decrease intrinsic rewards

Goal setting is more effective in improving motivation

Verbal rewards increase intrinsic motivation; tangible rewardit

Self – concordanceThe degree to which peoples’ reasons for pursuing goals are consist

their interests and core values.



The investment of an employee’s physical, cognitiemotional energies into job performance.

What makes people mo re l ike ly to be engaged in thei r jobs?

The degree to which an employee believes it’s meaningful to engage in wo

A match between the individual’s values and those of the organization.

Critiques:

Construct is partially redundant with job attitudes like satisfaction and stress

“dark side” to engagement



A theory that says that specific and difficult goals, with feedback

higher performance.

Why are people motivated by difficult goals?

Challenging goals get our attention and tend to help us focus.

Difficult goals energize us because we have to work harder to attain them.

When goals are difficult, people persist in trying to attain them.

Difficult goals lead us to discover strategies that help us perform the task m

effectively.

Relationship between goals and performance depends on:

Goal commitment (the more public the better)

Task characteristics (simple, well-learned; group goals are preferable)

Culture (most studies done in US and Canada)



A systematic way to utilize goal-settingGoals must be: Tangible

Verifiable

Measurable

4 Ingredients common to MBO programs: Goal Specificity

Participation in Decision Making

Explicit Time Period

Performance Feedback



Corporate goals are broken down into smaller, more specific goals at each level of o



The individual’s belief that he or she is capable ofperforming a task.

Albert Bandura’s four ways of increasiself- efficacy: Enactive mastery Vicarious modeling

Verbal persuasion

Arousal



The assumption that behavior is a function of itsconsequences.

Concepts:Behavior is environmentally caused.Behavior can be modified (reinforced) by providing

(controlling) consequences.Reinforced behavior tends to be repeated.



Argues that people learn to behave to get something thwant or to avoid something they don’t want.

BEHAVIORISM Argues that behavior follows stimuli in a relatively untmanner.



Is an extension of operant conditioning that assumes beis a function of consequences- it also acknowledges the

of observational learning and perception.



Attentional processes

Retention processes

Motor reproduction processesReinforcement processes



Individuals compare their job inputs and outcomes witof others and then respond to eliminate any inequities.

Referent Comparisons Self- inside

Self- outside

Other- inside

Other- outside



CHOICES FOR DEALING

WITH INEQUITY:

1. Change inputs (slack off)

2. Change outcomes (increase output)

3. Distort/change perceptions of self

4. Distort/change perceptions of others

5. Choose a different referent person

6. Leave the field (quit the job)



A theory that says that the strength tendency to act in a certain way depends strength of an expectation that the act wfollowed by a given outcome and o

attractiveness of that outcome to the individ



1. Effort-performance relationshipThe probability perceived by the individual that exerting a giveamount of effort will lead to performance

2. Performance-reward relationship

The degree to which the individual believes performing at aparticular level will lead to the attainment of a desired outcome

3. Rewards-personal goals relationship

The degree to which the organizational rewards satisfy an indipersonal goals or needs and the attractiveness of those potenrewards for the individual.



Expectancy theory helps explain why a lot of

workers aren’t , motivated on their jobs and only do

the minimum necessary to get by.

1. “If I give a maximum effort, will it e recognized in my pe

appraisal?”

• No matter how hard they try, they’re not likely to be high p

• The organization’s performance appraisal system may b

to asses nonperformance factors such as loyalty, in

courage, which means more effort won’t necessarily higher evaluation

• Employees perceive the boss doesn’t like them



2. “If I get a good performance appraisal, will it lorganizational rewards?”

• Many organizations reward things beside performa

3. “If I’m rewarded, are the reward attractive to me?”

• Many managers are limited in the rewards thdistribute, which makes it difficult, to tailor rewindividual employee needs

• Some incorrectly assume all employees want thething, thus overlooking the motivational effedifferentiating rewards



Based on Expectancy Theory

Motivation Chap 7

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