motivation_concepts.ppt

7/23/2019 Motivation_concepts.ppt

http://slidepdf.com/reader/full/motivationconceptsppt 1/29

Kelli J. SchuttWilliam Jewell College

Robbins, Judge, and Vohra

Organizational Behavior15th Edition

Copyright © 2014 Dorling Kindersley (India) Pvt. Ltd

Athori!ed adaptation "ro# the $nited %tates edition o" OrganizationalBehavior, 15e

Motivation Concepts

7-1



Intrinsic Motivation

Intrinsic motivation has been studied by social and

educational psychologists since the early 1!"s#

Research has $ound that it is usually associated %ithhigh educational achievement and en&oyment by

students# Intrinsic motivation has been e'plained by

(ritz )eider*s attribution theory,

http://en.wikipedia.org/wiki/Social_psychology_(psychology)

http://en.wikipedia.org/wiki/Educational_psychology

http://en.wikipedia.org/wiki/Attribution_theory

http://en.wikipedia.org/wiki/Attribution_theory

http://en.wikipedia.org/wiki/Educational_psychology

http://en.wikipedia.org/wiki/Social_psychology_(psychology)



Extrinsic motivation

E'trinsic motivation comes $rom outside o$ the per$ormer#

+oney is the most obvious e'ample, but coercion and

threat o$ punishment are also common e'trinsicmotivations#

http://en.wikipedia.org/wiki/Coercion

http://en.wikipedia.org/wiki/Coercion



Defining Motivation

The result of the interaction between the individual and the situation.

he processes that account $or an individual-s

intensity, direction, and persistence o$ e$$ort to%ard

attaining a goal . speci$ically, an organizational goal#

Three key elements:

– Intensity – how hard a person tries

– /irection – effort that is channeled toward, andconsistent with, organizational goals

– 0ersistence – how long a person can maintain effort

7-5



Early Theories of Motivation-formulated in early 1950’s

These early theories may not be valid, but they do form thebasis for contemporary theories and are still used by

practicing managers.

1#+aslo%-s )ierarchy o$ eeds heory2#+c3regor-s heory 4 and heory

6#)erzberg-s %o7(actor heory

8#+c9lelland-s heory o$ eeds

7-



1. Maslow’s Hierarhy of !eeds

There is a hierarchy of five needs. As each need is substantially satisfied, the next need becomes dominant.

:ssumptions

– Individuals cannot

move to the next

higher level until

all needs at the

current (lower)

level are satisfied

– ust move in

hierarchical order

7-7

;o%er Order

E'ternal

)igher OrderInternal

See E ! " I # I $ 7-1



". M#regor’s Theory $ andTheory %

%o distinct vie%s o$ human beings< heory 4=basically negative> and heory =positive>#

– anagers used a set of assumptions !ased on their view

– The assumptions molded their !ehavior toward employees

o empirical evidence to support this theory#

7-%



&. Her'(erg’s Two-)ator Theory*lso alled MOTIVATION-HYIENETHEORY Key Point: Satisfaction and dissatisfaction are not opposites

but separate constructs

E'trinsic andRelated to

Dissatisfaction

Intrinsic andRelated to

Satisfaction

I$ the )ygiene (actors are ade?uate , people %ill not be dissatis$ied @ neither %ill they be satis$ied



+ritiisms of the Two-)atorTheory

er!berg says that hygiene factors must be met to remove

dissatisfaction. "f motivators are given, then satisfaction

can occur.

)erzberg is limited by his methodology

– "articipants had self#serving !ias

Reliability o$ raters ?uestioned

– $ias or errors of o!servation

o overall measure o$ satis$action %as used)erzberg assumed, but didn-t research, a strong

relationship bet%een satis$action and productivity

7-1&



,. M+lelland’s Three !eedsTheory

eed $or :chievement =n:ch> – The drive to excel, to achieve in relation to a set of

standards, to strive to succeed

eed $or 0o%er =n0o%>

– The need to make others !ehave in a way that they wouldnot have !ehaved otherwise

eed $or :$$iliation =n:$$>

– The desire for friendly and close interpersonal relationships

0eople have varying levels o$ each o$ the three needs# – %ard to measure

7-11



erformane reditions for High-n*h eole

0eople %ith a high need $or achievement are liAely to< – "refer to undertake activities with a &'&' chance of success,

avoiding very low# or high#risk situations

– $e motivated in o!s that offer high degree of personal

responsi!ility, feed!ack, and moderate risk

– *ot necessarily make good managers – too personal a focus+

ost good general managers are *T high on n-ch

– *eed high level of n"ow and low n-ff for managerial

success

3ood research support, but it is not a very practicaltheory

7-1'



1# el$7/etermination heory2# 3oal7etting heory

– anagement !y !ectives ($)

el$7E$$icacy heory

– -lso known as .ocial /ognitive Theory or .ocial 0earningTheory

1# Rein$orcement heory

2# E?uity heory

6# E'pectancy heory

+ontemorary Theories ofMotivation

7-1(



+ognitive Evaluation Theory-/elf-determination Theory

#xample :$ % "t&s strange , said 'aria . %" started wor( at the umane Society as a volunteer. " put in )* hours per wee(helping people adopt pets . And " loved coming to wor( , Then +months ago , they hired me full$time at s *- an hour . "&m doingthe same wor( " did before . /T "&m not finding it nearly as

much fun.0

People prefer to feel they have control over their actions, soanything that ma(es a previously en1oyed tas( feel more li(e anobligation than a freely chosen activity will undermine

motivation.



1. /elf-Determination Theory

aor Implications for 1ork 2ewards

– Intrinsic and extrinsic rewards are not independent

– 3xtrinsic rewards may decrease intrinsic rewards

– 4oal setting is more effective in improving motivation – 5er!al rewards increase intrinsic motivation6 tangi!le rewards

reduce it

7-15



". oe’s #oal-/etting Theory

$asic "remise: – That specific and difficult goals, with self$generated

feedbac( , lead to higher performance

7ifficult 4oals:

– 8ocus and direct attention

– 3nergize the person to work harder

– 7ifficulty increases persistence

– 8orce people to !e more effective and efficient

2elationship !etween goals and performance depends on:

– 4oal commitment (the more pu!lic the !etter9) – Task characteristics (simple, well#learned)

– /ulture

7-1



+BO is a systematic %ay to utilize goal7setting#

3oals must be<

– Tangi!le

– 5erifia!le

– easura!le

9orporate goals are broAen do%n into smaller,more speci$ic goals at each level o$ organization#

(our common ingredients to +BO programs<

– 4oal specificity

– "articipative decision making – 3xplicit time period

– "erformance feed!ack

2mlementation of #oal-/etting3Management (y 4(etives

7-17

See E ! " I # I $ 7-(



+asading of 4(etives



&. 6andura’s /elf-EffiayTheory el$7e$$icacy is an individual-s belie$ that he or she is

capable o$ per$orming a tasA#

– %igher efficacy is related to:

4reater confidence

4reater persistence in the face of difficulties

$etter response to negative feed!ack (work harder)

– .elf#efficacy complements goal#setting theory

7-1)

3iven )ard 3oal

)igher el$7et 3oal

Increased 9on$idence

)igher 0er$ormance



2nreasing /elf-Effiay

Enactive mastery

– ost important source of efficacy

– 4aining relevant experience with task or o!

– ;"ractice makes perfect<

Vicarious modeling

– Increasing confidence !y watching others perform the task – ost effective when o!server sees the model to !e similar to him#

or herself

Verbal persuasion

– otivation through ver!al conviction

– "ygmalion and 4alatea effects – self#fulfilling prophecies :rousal

– 4etting ;psyched up< – emotionally aroused – to complete task

– /an hurt performance if emotion is not a component of the task

7-'&



imilar to goal7setting theory, but $ocused on a

behavioral approach rather than a cognitive one#

– $ehavior is environmentally caused

– Thought (internal cognitive event) is not important

8eelings, attitudes, and expectations are ignored

– $ehavior is controlled !y its conse=uences – reinforcers

– Is not a motivational theory !ut a means of analysis of

!ehavior

– 2einforcement strongly influences !ehavior !ut is not likely

to !e the sole cause

,. 7einforement Theory

7-'1



5. *dams’ E8uity Theory

Employees compare their ratios o$ outcomes7to7inputs

o$ relevant others#

– 1hen ratios are e=ual: state of e=uity exists – there is no

tension as the situation is considered fair

– 1hen ratios are une=ual: tension exists due to unfairness

>nderrewarded states cause anger

verrewarded states cause guilt

– Tension motivates people to act to !ring their situation into

e=uity

7-''



here can be $our re$erent comparisons<

– .elf–Inside

The person?s experience in a different o! in the same

organization

– .elf–utside

The person?s experience in a different o! in a different

organization

– ther–Inside -nother individual or group within the organization

– ther–utside

-nother individual or group outside of the organization

E8uity Theory’s 7elevant4thers:

7-'(



7eations to 2ne8uity

Employee behaviors to create e?uity<

– /hange inputs (slack off)

– /hange outcomes (increase output)

– 7istortchange perceptions of self

– 7istortchange perceptions of others

– /hoose a different referent person – 0eave the field (=uit the o!)

0ropositions relating to ine?uitable pay<

– "aid !y time:

verrewarded employees produce more

>nderrewarded employees produce less with low =uality – "aid !y =uality:

verrewarded employees give higher =uality

>nderrewarded employees make more of low =uality

7-'*



;ustie and E8uity Theory

7-'5

Overall perception

o$ %hat is $air in the

%orAplace#



<room’s E=etany Theoryhe strength o$ a tendency to act in a certain %ay

depends on the strength o$ an e'pectation that the act

%ill be $ollo%ed by a given outcome and on the

attractiveness o$ the outcome to the individual#

Example :- employees will be motivated to exert a high

level of effort when they believe it will lead to a good

performance appraisal ; that a good appraisal will lead to

organizational rewards such as bonuses , salary

increases , or promotions; and that the rewards willsatisfy the employees personal goals



>. <room’s E=etany Theory

7-'7

E'pectancy o$per$ormance

success

Instrumentalityo$ success in

getting re%ard

Valuation o$ there%ard in

employee-s eyes



2ntegrating +ontemoraryMotivation Theories Based on E'pectancy heory



/ummary and Managerial2mliations eed heories =+aslo%, :lder$er, +c9lelland,

)erzberg>

– 1ell known, !ut not very good predictors of !ehavior

3oal7etting heory

– 1hile limited in scope, good predictor

Rein$orcement heory

– "owerful predictor in many work areas

E?uity heory

– $est known for research in organizational ustice E'pectancy heory

– 4ood predictor of performance varia!les !ut shares many of

the assumptions as rational decision making

7-')

motivation_concepts.ppt

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