chapter 9 - principle of management

7/28/2019 Chapter 9 - Principle of Management

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Motivation

ChapterNine

Copyri ght 2011 by the M cGraw-H il l Companies, I nc. Al l r ights reserved. McGraw-Hill/Irwin


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Learning Objectives

LO1 Explain what motivation is and why managers need to beconcerned about it

LO2 Describe from the perspectives of expectancy theory and

equity theory what managers should do to have a highlymotivated workforce

LO3 Explain how goals and needs motivate people and whatkinds of goals are especially likely to result in highperformance

LO4 Identify the motivation lessons that managers can learnfrom operant conditioning theory and social learning theory

LO5 Explain why and how managers can use pay as a majormotivation tool

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The Nature of Motivation

Motivation The psychological forces that determine the

direction of a persons behavior in an organization,a persons level of effort, and a persons level of persistence

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Direction possible behaviors the individual could engage in

Effort how hard the individual will work

Persistence

whether the individual will keep trying or give up

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Intrinsically Motivated Behavior Behavior that is performed for its own sake

Extrinsically Motivated Behavior Behavior that is performed to acquire material or

social rewards or to avoid punishment

Prosocially motivated behavior behavior performed to benefit or help others

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The Motivation Equation

Figure 9.1 9-7


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Expectancy Theory

Motivation will be high when workersbelieve:

High levels of effort will lead to highperformance

High performance will lead to the attainment

of desired outcomes

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Question?

What is the belief that performance results inthe attainment of outcomes?

A. ExpectancyB. InstrumentalityC. Valence

D. Motivation

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Expectancy Theory

Expectancy the belief that effort (input) will result in a certain

level of performance Instrumentality

the belief that performance results in the attainmentof outcomes

Valence how desirable each of the available outcomes from

the job is to a person

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Expectancy, Instrumentality, and Valence

Figure 9.2 9-11


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Expectancy Theory

Figure 9.3 9-12


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Need Theories

Need Theories Theories of motivation that focus on what needs

people are trying to satisfy at work and whatoutcomes will satisfy those needs

Basis premise is that people are motivated toobtain outcomes at work to satisfy their needs

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Maslows Hierarchy of Needs

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Herzbergs Motivation -Hygiene Theory

Herzbergs Motivation -Hygiene Theory Focuses on outcomes that lead to higher

motivation and job satisfaction, and thoseoutcomes that can prevent dissatisfaction

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McClellands Needs for Achievement, Affiliation,and Power

Need for Achievement A strong desire to

perform challengingtasks well and meetpersonal standards forexcellence

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McClellands Needs for Achievement, Affiliation,and Power

Need for Affiliation Extent to which an individual is concerned about

establishing and maintaining good interpersonalrelations, being liked, and having the peoplearound him get along with each other

Need for Power Extent to which an individual desires to control or

influence others

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Equity Theory

Equity Theory Focuses on peoples perceptions of the fairness

(or lack of fairness) of their work outcomes inproportion to their work inputs

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Equity Theory

Equity Justice, impartiality,

and fairness to which

all organizationalmembers areentitled

Inequity Lack of fairness

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Equity Theory

Underpaymentinequity

exists when a person

perceives that his ownoutcome input ratio isless than the ratio of areferent.

Overpayment inequity exists when a person

perceives that his ownoutcome input ratio isgreater than the ratio of a referent.

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Goal Setting Theory

Goal Setting Theory Focuses on identifying the types of goals that are

effective in producing high levels of motivationand explaining why goals have these effects

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Learning Theories

Learning Theories Theories that focus on increasing employee

motivation and performance by linking outcomesthat employees receive to the performance of desired behaviors and the attainment of goals

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Question?

What is a relatively permanent change inpersons knowledge or behavior thatresults from practice or experience?

A. ObservationB. Learning

C. AnecdotalD. Empirical

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Learning Theories

Learning A relatively

permanent change in

persons knowledgeor behavior thatresults frompractice orexperience

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Operant Conditioning Theory

Operant Conditioning People learn to perform behaviors that lead to

desired consequences and learn not to performbehaviors that lead to undesired consequences.

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Operant Conditioning Theory

PositiveReinforcement

Giving people

outcomes they desirewhen they performorganizationallyfunctional behaviors

NegativeReinforcement

Eliminating

undesired outcomeswhen peopleperformorganizationally

functional behaviors

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Discussion Question

Which of the following motivates employeesbest?

A. Positive ReinforcementB. Negative ReinforcementC. Extinction

D. Punishment

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Social Learning Theory

Social Learning Theory A theory that takes into account how learning and

motivation are influenced by peoplesthoughts and beliefs and their observations of other peoples behavior

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Social Learning Theory

Self-Reinforcement Any desired or attractive outcome or award that a

person can give himself or herself for goodperformance

Self-efficacy A persons belief about his or her ability to

perform a behavior successfully

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Pay and Motivation

Pay as a Motivator Expectancy: Instrumentality, the association

between performance and outcomes, must behigh for motivation to be high.

Need Theory: pay is used to satisfy many needs. Equity Theory: pay is given in relation to inputs

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Pay and Motivation

Pay as a Motivator Goal Setting Theory: pay is linked to attainment of

goals. Learning Theory: outcomes (pay), is distributed

upon performance of functional behaviors.

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Merit Pay and Performance

Merit Pay Plan A compensation plan that bases pay on based on

individual, group and/or organizationperformance.

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Salary Increase or Bonus?

Employee Stock Option A financial instrument that entitles the bearer to

buy shares of an organizations stock at a certainprice during a certain period of time or undercertain conditions.

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Examples of Merit Pay Plans

Piece-rate Pay Employees pay is

based on the number

of units that theemployee produces

Commission Pay Employees pay is

based on a

percentage of salesthat the employeemakes

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Video Case: Learn to Love Your Job

What are the three signs of a miserable jobidentified by Pat Lencioni, and how do theyreduce productivity?

When the three signs of a miserable job arepresent, which of the needs identified byMaslow are not being met?

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