motivation

ORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N S

W W W . P R E N H A L L . C O M / R O B B I N S

T E N T H E D I T I O N

© 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook

© 2003 Prentice Hall Inc. All rights reserved. 6–2

AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO:

1. Outline the motivation process.

2. Describe Maslow’s need hierarchy.

3. Contrast Theory X and Theory Y.

4. Differentiate motivators from hygiene factors.

5. List the characteristics that high achievers prefer in a job.

6. Summarize the types of goals that increase performance.

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AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO:

7. State the impact of underrewarding employees.

8. Clarify key relationships in expectancy theory.

9. Explain how the contemporary theories of motivation complement each other.

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Defining MotivationDefining Motivation

Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries

Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries


Hierarchy of Needs TheoryHierarchy of Needs Theory


Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs

E X H I B I T 6-1


Theory X and Theory Y (Douglas McGregor)Theory X and Theory Y (Douglas McGregor)


Holland’s Typology of Personalityand Congruent Occupations

E X H I B I T 6-2


Two-Factor Theory (Frederick Herzberg)Two-Factor Theory (Frederick Herzberg)


Comparison of Satisfiers and Dissatisfiers

Comparison of Satisfiers and Dissatisfiers

E X H I B I T 6-3

Factors characterizing events on the job that led to extreme job dissatisfaction

Factors characterizing events on the job that led to extreme job satisfaction


Contrasting Views of Satisfactionand Dissatisfaction

Contrasting Views of Satisfactionand Dissatisfaction

E X H I B I T 6-4

Presence Absence


ERG Theory (Clayton Alderfer)ERG Theory (Clayton Alderfer)

Core Needs

Existence: provision of basic material requirements.

Relatedness: desire for relationships.

Growth: desire for personal development.

Core Needs

Existence: provision of basic material requirements.

Relatedness: desire for relationships.

Growth: desire for personal development.

Concepts:

More than one need can be operative at the same time.

If a higher-level need cannot be fulfilled, the desire to satisfy a lower-level need increases.

Concepts:

More than one need can be operative at the same time.

If a higher-level need cannot be fulfilled, the desire to satisfy a lower-level need increases.


David McClelland’s Theory of NeedsDavid McClelland’s Theory of Needs

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Matching Achievers and JobsMatching Achievers and Jobs

E X H I B I T 6-5


Cognitive Evaluation TheoryCognitive Evaluation Theory


Goal-Setting Theory (Edwin Locke)Goal-Setting Theory (Edwin Locke)


Reinforcement TheoryReinforcement Theory

Concepts:

Behavior is environmentally caused.

Behavior can be modified (reinforced) by providing (controlling) consequences.

Reinforced behavior tends to be repeated.

Concepts:

Behavior is environmentally caused.

Behavior can be modified (reinforced) by providing (controlling) consequences.

Reinforced behavior tends to be repeated.


Flow and Intrinsic Motivation TheoryFlow and Intrinsic Motivation Theory


Ken Thomas’s Model of Intrinsic MotivationKen Thomas’s Model of Intrinsic Motivation

Employees are intrinsically motivated when rewards an employee gets from work result from:– Choice– the ability to freely self-select and

perform task activities.– Competence– the sense of accomplishment

from skillfully performing chosen tasks or activities.

– Meaningfulness– pursuing a task that matters in the larger scheme of things.

– Progress– the feeling of significant advancement in achieving the task’s purpose.


Equity TheoryEquity Theory

Referent Comparisons:

Self-inside

Self-outside

Other-inside

Other-outside

Referent Comparisons:

Self-inside

Self-outside

Other-inside

Other-outside


Equity Theory (cont’d)Equity Theory (cont’d)

E X H I B I T 6-7



Choices for dealing with inequity:

1. Change inputs (slack off)

2. Change outcomes (increase output)

3. Distort/change perceptions of self

4. Distort/change perceptions of others

5. Choose a different referent person

6. Leave the field (quit the job)

Choices for dealing with inequity:

1. Change inputs (slack off)

2. Change outcomes (increase output)

3. Distort/change perceptions of self

4. Distort/change perceptions of others

5. Choose a different referent person

6. Leave the field (quit the job)



Propositions relating to inequitable pay:

1. Overrewarded employees produce more than equitably rewarded employees.

2. Overrewarded employees produce less, but do higher quality piece work.

3. Underrewarded hourly employees produce lower quality work.

4. Underrewarded employees produce larger quantities of lower-quality piece work than equitably rewarded employees

Propositions relating to inequitable pay:

1. Overrewarded employees produce more than equitably rewarded employees.

2. Overrewarded employees produce less, but do higher quality piece work.

3. Underrewarded hourly employees produce lower quality work.

4. Underrewarded employees produce larger quantities of lower-quality piece work than equitably rewarded employees


Expectancy TheoryExpectancy Theory

E X H I B I T 6-8


Performance DimensionsPerformance Dimensions

E X H I B I T 6-9


Integrating Contemporary Theories of Motivation

Integrating Contemporary Theories of Motivation

E X H I B I T 6-10

motivation

Documents

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expectancy theory

contrast theory x

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level need increases

desire forgrowth

desire forrelatedness