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Chapter 10 Motivation Motivation and individual needs Early theories of motivation Contemporary theories of motivation Contemporary issues in motivation

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Page 1: Chapter 10 Motivation Motivation and individual needs Early theories of motivation Contemporary theories of motivation Contemporary issues in motivation

Chapter 10 Motivation

Motivation and individual needsEarly theories of motivationContemporary theories of motivationContemporary issues in motivation

Page 2: Chapter 10 Motivation Motivation and individual needs Early theories of motivation Contemporary theories of motivation Contemporary issues in motivation

Motivation is the willingness to exert high levels of effort to reach organizational goals, conditioned by the effort’s ability to satisfy some individual need. Need is some internal state that makes certain outcomes appear attractive.

Page 3: Chapter 10 Motivation Motivation and individual needs Early theories of motivation Contemporary theories of motivation Contemporary issues in motivation

Exhibit 10-1 The Motivation Process

Unsatisfiedneed

Tension Drives Search

behavior

Satisfied

need

Reductionof

tension

Page 4: Chapter 10 Motivation Motivation and individual needs Early theories of motivation Contemporary theories of motivation Contemporary issues in motivation

Maslow’s hierarchy of needs theoryMcGregor’s theory X and theory YHerzberg’ motivation-hygiene theory

Early Theories of Motivation

Page 5: Chapter 10 Motivation Motivation and individual needs Early theories of motivation Contemporary theories of motivation Contemporary issues in motivation

Exhibit10-2 Maslow’s Hierarcy of Needs

Self-actualization

Esteem

Social

Safety

Physiological

Page 6: Chapter 10 Motivation Motivation and individual needs Early theories of motivation Contemporary theories of motivation Contemporary issues in motivation

Theory X

Theory X offered by McGregor assumes that employees dislike work, are lazy, seek to avoid responsibility, and must be coerced to perform. It is a negative view about people.

Page 7: Chapter 10 Motivation Motivation and individual needs Early theories of motivation Contemporary theories of motivation Contemporary issues in motivation

A manager who view employees from a Theory X perspective believes:

Employees inherently dislike work and, whenever possible, will attempt to avoid it.Because employees dislike work, they must be coerced, controlled, or threatened with punishment to achieve desired goals.Employees will shirk responsibilities and seek formal direction whenever possible.Most works place security above all other factors associated with work and will display little ambition.

Page 8: Chapter 10 Motivation Motivation and individual needs Early theories of motivation Contemporary theories of motivation Contemporary issues in motivation

Theory Y

Theory Y assumes that employees are creative, seek responsibility, and can exercise self-direction. It is a positive view about people.

Page 9: Chapter 10 Motivation Motivation and individual needs Early theories of motivation Contemporary theories of motivation Contemporary issues in motivation

A manager who view employees from a Theory Y perspective believes:

Employees can view work as being as natural as rest or playMen and women will exercise self-direction and self-control if they are committed to the objectivesThe average person can learn to accept, even seek, responsibilityThe ability to make good decisions widely dispersed throughout the population and is not necessarily the sole province of managers.

Page 10: Chapter 10 Motivation Motivation and individual needs Early theories of motivation Contemporary theories of motivation Contemporary issues in motivation

Herzberg’ Motivation-hygiene Theory

Motivation-hygiene Theory assumes that intrinsic factors are related to job satisfaction and extrinsic factors are related to job dissatisfaction.

Page 11: Chapter 10 Motivation Motivation and individual needs Early theories of motivation Contemporary theories of motivation Contemporary issues in motivation

Exhibit 10-4 Herzberg’ Motivation-hygiene Theory

AchievementRecognitionWork itself

ResponsibilityAdvancement

Growth

SupervisionCompany policy

Relationship with supervisorWorking conditions

SalaryRelationship with peers

Personal lifeRelationship with subordinates

StatusSecurity

Motivators Hygiene factors

ExtremelySatisfied

Neutral ExtremelyDissatisfied

Page 12: Chapter 10 Motivation Motivation and individual needs Early theories of motivation Contemporary theories of motivation Contemporary issues in motivation

Exhibit 10-5 contrasting views of satisfaction-dissatisfaction

Traditional view

Satisfaction Dissatisfaction

Motivators

Satisfaction No satisfaction

Hygiene factors

No dissatisfaction Dissatisfaction

Herzberg’s View

Page 13: Chapter 10 Motivation Motivation and individual needs Early theories of motivation Contemporary theories of motivation Contemporary issues in motivation

Contemporary Theories of Motivation

McClelland’s three-need theoryEquity theoryJob characteristics model(JCM)Expectancy theoryIntegrating theories of motivation

Page 14: Chapter 10 Motivation Motivation and individual needs Early theories of motivation Contemporary theories of motivation Contemporary issues in motivation

Three-needs theory recognizes that the need for achievement, power, and affiliation are major motives in work.

Page 15: Chapter 10 Motivation Motivation and individual needs Early theories of motivation Contemporary theories of motivation Contemporary issues in motivation

Need for achievement: The drive to excel, to achieve in relation to a set of standards, to strive to succeed.Need for power: The need to make others behave in a way that they would not have behaved otherwise.Need for affiliation: The desire for friendly and close interpersonal relationships.

Page 16: Chapter 10 Motivation Motivation and individual needs Early theories of motivation Contemporary theories of motivation Contemporary issues in motivation

Exhibit 10-6 Equity Theory Relationship

Perceived ratio comparison Employee’s assessment

InputsB

OutcomesB

InputsA

OutcomesA

InputsB

OutcomesB

InputsA

OutcomesA

InputsB

OutcomesB

InputsA

OutcomesA Inequity (underrewarded)

Equity

Inequity(overrewarded)

*Person A is the employee, and Person B is a relevant other or referent.

Page 17: Chapter 10 Motivation Motivation and individual needs Early theories of motivation Contemporary theories of motivation Contemporary issues in motivation

Equity Theory Propositions

If paid according to time, overrewarded employees will produce more than equitably paid employees. If paid according to quantity of production, overrewarded employees will produce fewer but higher-quality units than equitably paid employees.

Page 18: Chapter 10 Motivation Motivation and individual needs Early theories of motivation Contemporary theories of motivation Contemporary issues in motivation

If paid according to time, underrewarded employees will produce less or poorer-quality output.If paid according to quantity of production, underrewarded employees will produce a large number of low-quality units in comparison with equitably paid employees.

Page 19: Chapter 10 Motivation Motivation and individual needs Early theories of motivation Contemporary theories of motivation Contemporary issues in motivation

JCM—five Core Job Dimensions

Skill variety: the degree to which the job requires a variety of activities so the worker can use a number of different skills and talents

Task identity: the degree to which the job requires completion of a whole and identifiable piece of work.

Task significance: the degree to which the job affects the lives or work of other people.

Page 20: Chapter 10 Motivation Motivation and individual needs Early theories of motivation Contemporary theories of motivation Contemporary issues in motivation

Autonomy: the degree to which the job provides freedom, independence, and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out.

Feedback: the degree to which carrying out the work activities required by the job results in the individual’s obtaining direct and clear information about the effectiveness of his or her performance.

Motivating Potential Score(MPS)

3

cesignifican task identity task variety skill╳ autonomy ╳ feedback

Page 21: Chapter 10 Motivation Motivation and individual needs Early theories of motivation Contemporary theories of motivation Contemporary issues in motivation

Exhibit 10-7 the Job Characteristics Model

Core jobdimensions

CriticalPsychological

states

Personaland workoutcomes

High internalwork motivation

High-qualitywork performance

High-satisfactionwith the work

Low absenteeismand turnover

Skill varietyTask identity

Task significant

ExperiencedMeaningfulness of

the work

Autonomy Experienced

responsibility foroutcomes of the work

Feedback Knowledge of the

actual results of the work activities

Employee growth-needstrength

Page 22: Chapter 10 Motivation Motivation and individual needs Early theories of motivation Contemporary theories of motivation Contemporary issues in motivation

Expectancy theory states that an individual tends to act in a certain way on the basis of the expectation that the act will be followed by a given outcome and the attractiveness of that outcome to the individual.

Page 23: Chapter 10 Motivation Motivation and individual needs Early theories of motivation Contemporary theories of motivation Contemporary issues in motivation

Exhibit 10-7 Simplified Expectancy Theory

A

B

C

=Effort-performance linkage

=Performance-reward linkage

=Attractive

Individualeffort

Individualgoals

Individual performance

Organizationalreward

A

B

C

Page 24: Chapter 10 Motivation Motivation and individual needs Early theories of motivation Contemporary theories of motivation Contemporary issues in motivation

Exhibit10-8 Integrating Theories of Motivation

Individualeffort

Taskcomplexity

Individualperformance

Organizationalrewards

Individualgoals

Objectiveperformanceevaluation

system

Reinforcement Dominant

needs

EquityComparison

BAI

O:

I

O

High nAch

Ability

PerformanceEvaluation

criteria

Goals direct behavior

Page 25: Chapter 10 Motivation Motivation and individual needs Early theories of motivation Contemporary theories of motivation Contemporary issues in motivation

Contemporary Issues in MotivationWhat is the key to motivating a diverse workforce?Should employees be paid for performance or time on the job?How can managers motivate minimum-wage employees?What’s different in motivating professional and technical employees?How can flexible work options influence motivation?(compressed workweek, flextime work, job sharing, telecommuting )

Page 26: Chapter 10 Motivation Motivation and individual needs Early theories of motivation Contemporary theories of motivation Contemporary issues in motivation

Practices:

Explain the hierarchy of needs theory.What are motivation factor and hygiene factor? And what do they include?How do the five core dimensions in the JCM affect on employee’s psychological sates and work comes?Explain the key relationships in expectancy theory.