Motivation

Chapter 16

Motivation
One

secret for success in organizations is motivated and enthusiastic employees such a diverse workforce, it is a challenge for managers to motivate employees toward common organizational goals
Managers Challenge: Pfizer

With

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Motivation
Employee

Topics Chapter 16

models

motivation theories and

processes

Needs

Reinforcement

How

job design can affect employee satisfaction & productivity

Empowerment
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Motivation
Arousal,

direction, and persistence of

motivation affects productivity

behavior
Employee Part

of a managers job is to channel motivation toward the accomplishment of organizational goals

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Two Types of Rewards

Intrinsic rewards--satisfactions a person receives in the process of performing a particular action. Extrinsic rewards--given by another person.

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Model of Motivation

NEED-Creates desire to fulfill needs (food, friendship, recognition, achievement).

BEHAVIORREWARDS-Satisfy Results in actions needs; intrinsic or to fulfill needs. extrinsic rewards.

FEEDBACK-Reward informs person whether behavior was appropriate and should be used again.

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Foundations of Motivation
Contemporary Human Resources Human Relations Traditional
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content theories stress the analysis of underlying human need process theories concern the thought processes that influence behavior reinforcement theories focus on employee learning of desired work behaviors introduce the concept of the whole person employees are complex and motivated by many factors noneconomic rewards, such as congenial work groups workers studied as people and the concept of social man was born systematic analysis of an employees job economic rewards for high performance

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Motivation Content Theories

Emphasize the needs that motivate people

Hierarchy

of Needs Theory

ERG Theory Two-Factor Theory Acquired Needs Theory

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Hierarchy of Needs Theory

Abraham Maslow
Self-Actualization Needs represent the need for self-fulfillment Esteem Needs desire for a positive self-image and to receive attention Belongingness Needs desire to be accepted by ones peers Safety Needs safe and secure physical and emotional environment Physiological Needs most basic human physical needs
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Human beings are motivated by a hierarchy of unsatisfied needs.

Maslows Hierarchy of Needs

Once

a need is satisfied, it declines in importance and the next higher need is activated There are opportunities for fulfillment off the job and on the job in each of the five levels of needs
Experiential Exercise: What Motivates You?

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ERG Theory
Growth Needs human potential, personal growth, and increased competence Relatedness Needs the need for satisfactory relationships with others

Existence Needs the needs for physical well-being

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Two Factor Motivation Theory

Area of Satisfaction

Motivators
Achievement Recognition Responsibility Work itself Personal growth

Motivators influence level of satisfaction.

Area of Dissatisfaction

Hygiene Factors
Working conditions Pay and security Company policies Supervisors Interpersonal relationships

Hygiene factors influence level of dissatisfaction

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Acquired Needs Theory

David McClelland

Need for Achievement desire to accomplish something difficult, master complex tasks, and surpass others Need for Affiliation desire to form close personal relationships, avoid conflict, and establish warm friendships Need for Power desire to influence or control others
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Motivation Process Theories

Equity Theory

focuses on individuals perceptions of how fairly they are treated compared with others motivated to seek social equity in the rewards they expect for performance

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Methods for Reducing Perceived Inequities

Change

inputs Change outcomes Distort perceptions Leave the job

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Motivation Process Theories

Expectancy Theory

motivation depends on individuals expectations about their ability to perform tasks and receive desired rewards concerned not with identifying types of needs but with the thinking process that individuals use to achieve rewards based on the effort, performance, and desirability of outcomes

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Reinforcement Perspective on Motivation

Positive reinforcement in the administration of a pleasant and rewarding consequence. Avoidance learning is the removal of an unpleasant consequence following a desired behavior. Punishment is the imposition of unpleasant outcomes on an employee. Extinction is the withdrawal of a positive reward, behavior is no longer reinforced and hence is less likely to occur in the future.
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Reinforcement Tools

Schedules of Reinforcement
Continuous Reinforcement Partial Reinforcement Fixed-Interval Schedule Fixed-Ratio Schedule Variable-Interval Schedule Variable-Ratio Schedule
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Job Design for Motivation

Job

design = application of motivational theories to the structure of work for improving productivity and satisfaction simplification = job design whose purpose is to improve task efficiency by reducing the number of tasks a single person must do

Job

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Job Design for Motivation

Job

Rotation = job design that systematically moves employees from one job to another to provide them with variety and stimulation Enlargement = job design that combines a series of tasks into one new, broader job to give employees variety and challenge

Job

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Job Design for Motivation

Job

Enrichment = job design that incorporates achievement, recognition, and other high-level motivators into the work redesign = altering of jobs to increase both the quality of employees work experience and their productivity

Work

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Job Characteristics Model

Source: Adapted from J. Richard Hackman and G. R. Oldham, Motivation through the Design of Work: Test of a Theory, Organizational 256.

Behavior and Human Performance 16 (1976),

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Motivational Ideas for Turbulent Times

Organizations

are increasingly using various types of incentive compensation as a way to motivate employees to higher levels of performance compensation and forms of at risk pay are key motivational tools

Variable

Ethical Dilemma: Compensation Showdown

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Empowering People to Meet Higher Needs

Four Empowering Elements

Information - Employees receive information about company performance Knowledge - Employees have knowledge and skills to contribute to company goals Power - Employees have the power to make substantive decisions Rewards - Employees are rewarded based on the company performance

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Continuum of Empowerment

Sources: Based on Robert C. Ford and Myron D. Fottler, Empowerment: A Matter of Degree, Academy of Management Executive 9, no. 3 (1995), 21-31; Lawrence Holpp, Applied Emplowerment, Training (February 1994), 39-44; and David P. McCaffrey, Sue R. Faerman, and David W. Hart, The Appeal and Difficulties of Participative Systems, Organization Science 6, no. 6 (November-December 1995), 603-627.

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Giving Meaning to Work

To

meet higher-level motivational needs and help people get intrinsic rewards from their work is to instill a sense of importance and meaningfulness

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Motivational Ideas for Turbulent Times

Role

of todays manager is not to control others but to organize the workplace in such a way that each person
Can

learn

Contribute Grow

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