4-1. copyright © 2008 the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin...
TRANSCRIPT
4-1
Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
Chapter 4
Motivation
4-3
Myths of Motivation
• Money is not a motivator
• Everyone is motivated by the same things I am
• Punishment does not motivate
• Low performance is always attributable to low motivation
• Lack of motivation stems largely from lazy, apathetic and un-motivated people
4-4
Motivation
Performance = f ( Motivation x Ability X Opportunity )
4-5
Expectancy Theory
• Expectancy
• Instrumentality
• Valence
4-6
The Person as a Source of Motivation
• Maslow’s Hierarchy of Needs
• Equity Approach
• McClelland’s Learned Needs
4-7
Equity Approach to Motivation
• Potential actions to restore equity
• Equity sensitivity
• What managers need to do to maintain equity
• The Platinum Rule
4-8
McClelland’s Learned Needs
• Need for power
• Need for affiliation
• Need for achievement
4-9
McClelland’s Learned Needs
• What do I need from work?
• What motivates others?
• Applying the learned needs in the workplace
4-10
The Supervisor or Others as a Source of Motivation
• Goal Setting
• Reinforcement Theory – Behavior Modification
• Finding Creative Positive Reinforcements
4-11
Reinforcement Theory and Behavior Modification
• Reinforcement theory – Simple notion that people are motivated to
repeat behavior that gets rewarded
4-12
Reinforcement Theory and Behavior Modification
1. Performance-related behaviors are identified
2. The frequency of these behaviors is measured
3. The contingencies supporting the current behaviors are identified
4. Behaviorally-based intervention strategy is developed and implemented
5. Resulting performance-related behaviors are measured
4-13
Developing and Implementing a Behavioral Strategy
• Operant conditioning
4-14
Reinforcement Theory and Behavior Modification
• Positive reinforcement
• Extinction
• Negative reinforcement
• Punishment
4-15
Punishment and the “Red Hot Stove”
• Clear expectations
• Consistent
• Timely
• Powerful
4-16
The Task as a Source of Motivation
• Job Characteristics Model
4-17
Job Characteristics Model
• Skill variety
• Task identity
• Task significance
• Autonomy
• Feedback
4-18
The MPS Formula
4-19
Implementing Concepts for the Job Characteristics Model
• Combine tasks
• Group tasks into natural work units
• Give workers contact with customers
• Vertically load jobs
• Open feedback channels
4-20
Motivation Tool Kits
• Equity Sensitivity Measure
• Skills needed to improve motivation using expectancy
• Steps to effective punishment
• Steps to rewarding effectively
• Methods to deliver reinforcers