Module 11 Motivation Chapter 10 Learning Objectives LO 1 LO 1 Identify the kinds of behaviors managers need to motivate people LO 2 LO 2 List principles for setting goals that motivate employees LO 3 LO 3 Summarize how to reward good performance effectively LO 4 LO 4 Describe the key beliefs that affect peoples motivation 10-2 Learning Objectives (cont.) LO 5 LO 5 Discuss ways in which peoples individual needs affect their behavior LO 6 LO 6 Define ways to create jobs that motivate LO 7 LO 7 Summarize how people assess fairness and how to achieve it LO 8 LO 8 Identify causes and consequences of a satisfied workforce Office Space TPS Reports 10-3 Motivation Definition Caveats People Skills Office Space Interview Motivation Process BehaviorGoals Needs Satisfied? ? Theory X Inherent dislike of work Job less important than $$$$ Self-centered Follow, dont lead No self-direction, self-control Traditional View But sometimes.. 2 schools of thought Content theories Its (almost) all within Process theories Its (almost) all the environment Content theories Overview External environment plays a role Primary needs Secondary needs Maslow Alderger McClelland Maslows Need Hierarchy Ego also known as esteem 10-15 Alderfers ERG Theory Definition Existence needs Relatedness needs Growth needs 10-16 McClellands Needs Need for achievement strong orientation toward accomplishment and an obsession with success and goal attainment Need for affiliation reflects a strong desire to be liked by other people Need for power a desire to influence or control other people 10-17 Process theories Herzberg See text Expectancy Theory Equity Theory There is nothing so practical as a good theory Expectancy Theory Major components Choice Expectancy Instrumentality Valence (preferences) Porter and Lawler Porter-Lawler Expectancy Theory Extrinsic MotivationEffort Intrinsic Ability ResourcesSatisfaction? Performance EXPECTANCY INSTRUMENTALITY VALENCE Satisfaction is relative.. Equity theory 10-24 Satisfaction is relative.. Best paid player in NFL Offered $7-$10m, $20m guaranteed Demanded $13m, $35m guaranteed Assumption #1 Assumption #2 Assumption #3 Assumption #4 Managerial Implications of Expectancy Theory 1.Increase expectancies 2.Identify positively valent outcomes 3.Make performance instrumental toward positive outcomes 10-31 Key Extensions Intrinsic long lasting more effective Extrinsic: High valence Based on identifiable, recognizable criteria Performance is measurable Understandable Sufficient variation in magnitude Summary Cant motivate anyone Create environment allowing self-motivation Offer freedom, discretion, autonomy Motivation can overcome skill deficits You and the environment (non-green) Goal-setting theory And then you Reinforcement theory See text Schedule of reinforcement And then you Job enrichment And now The way it used to be Job Rotation, Enlargement, and Enrichment Job enrichment Fundamental change Job rotation Changing from one routine task to another to alleviate boredom Job enlargement Giving people additional tasks at the same time to alleviate boredom