robbins mgmt11 ppt16

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Copyright © 2012 PearsonEducation, Inc. Publishing asPrentice Hall

Management , Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, nc. publishin! as Prentice "all 16- 1





#Define $otivation

#Compare and contrast early theories o%$otivation#Compare and contrast conte$porary theories o%

$otivation

#Discuss current issues in $otivation





What Is Motiation!

# Motivation - theprocess by "hich aperson#s e$orts are

energi%ed,directed, andsustained to"ardattaining a goal.





Early &heories o' Motiation

# Maslo"#s Hierarchy of Needs

# Mc(regor#s Theories X and Y

#Her%berg#s Two-Factor Theory

# McClelland#s Three Needs Theory





Maslo"#s Hierarchy o' )eeds &heory

# Hierarchy of needs theory -Maslo"#s theory that hu*an needs +physiological, sa'ety, social, estee*,

and sel'actuali%ation + 'or* a sorto' hierarchy.





Maslo"#s Hierarchy o')eeds &heory -cont.

# Physiological needs - a person#sneeds 'or 'ood, drin/, shelter, seualsatis'action, and other physical needs.

# Safety needs - a person#s needs 'orsecurity and protection 'ro* physicaland e*otional har*.

# Social needs - a person#s needs 'ora$ection, belongingness, acceptance,and 'riendship.





Maslo"#s Hierarchy o')eeds &heory -cont.

# Esteem needs - a person#s needs'or internal 'actors -e.g., sel'respect,autono*y, and achiee*ent and

eternal 'actors -such as status,recognition, and attention.

# Self-actualization needs - a

person#s need to beco*e "hat he orshe is capable o' beco*ing.





Ehibit 11 Maslo"#sHierarchy o' )eeds





Mc(regor#s &heory 3 and &heory 4# Theory X - the assu*ption that

e*ployees disli/e "or/, are la%y,aoid responsibility, and *ust be

coerced to per'or*.# Theory Y - the assu*ption that

e*ployees are creatie, en5oy "or/,

see/ responsibility, and can eercisesel'direction.





Her%berg#s &"o6actor &heory

# Two-factor theory(motivation-hygienetheory - the*otiation theory that

clai*s that intrinsic'actors are related to 5ob satis'action and*otiation, "hereasetrinsic 'actors areassociated "ith 5obdissatis'action.





Her%berg#s &"o6actor &heory-cont.

# Hygiene factors - 'actors thateli*inate 5ob dissatis'action, butdon#t *otiate.

# Motivators - 'actors that increase 5ob satis'action and *otiation.





Ehibit 12 Her%berg#s &"o6actor &heory





Ehibit 17 Contrasting 8ie"s o' 9atis'action:issatis'action





&hree)eeds &heory-McClelland# Three-needs theory - the

*otiation theory that sites threeac;uired -noninnate needs

-achiee*ent, po"er, and a<liationas *a5or *oties in "or/.

# !eed for achievement (n"ch -

the drie to succeed and ecel inrelation to a set o' standards.





&hree)eeds &heory -cont.

# !eed for #ower (nPow - the needto *a/e others behae in a "ay thatthey "ould not hae behaed

other"ise.# !eed for a$liation (n"% - the

desire 'or 'riendly and close

interpersonal relationships.



Copyright © 2012 PearsonEducation, Inc. Publishing as

Prentice HallManagement , Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, nc. publishin! as Prentice "all 16- 16

Ehibit 1= &>& Pictures

C t &h i





Conte*porary &heorieso' Motiation

# &oal-setting theory - theproposition that speci?c goalsincrease per'or*ance and that

di<cult goals, "hen accepted, resultin higher per'or*ance than do easygoals.

# Self-e$cacy - an indiidual#s belie'that he or she is capable o'per'or*ing a tas/.

C t &h i '





Conte*porary &heories o'Motiation -cont.

# 'einforcement theory - the theorythat behaior is a 'unction o' itsconse;uences.

# 'einforcers - conse;uencesi**ediately 'ollo"ing a behaior"hich increase the probability that

the behaior "ill be repeated.





Ehibit 1@ (oal9etting &heory





:esigning Motiating Aobs

# o) design - the "ay tas/s areco*bined to 'or* co*plete 5obs.

# o) sco#e - the nu*ber o' di$erent

tas/s re;uired in a 5ob and the're;uency "ith "hich those tas/s arerepeated.

# o) enlargement - the hori%ontalepansion o' a 5ob that occurs as aresult o' increasing 5ob scope.





:esigning Motiating Aobs-cont.# o) enrichment - the ertical epansion o'

a 5ob that occurs as a result o' additionalplanning and ealuation o' responsibilities.

# o) de#th - the degree o' controle*ployees hae oer their "or/.

# o) characteristics model (*M - a'ra*e"or/ 'or analy%ing and designing 5obs

that identi?es ?e pri*ary core 5obdi*ensions, their interrelationships, andtheir i*pact on outco*es.





6ie Core Aob :i*ensions

# S+ill variety - the degree to "hich a 5ob re;uires a ariety o' actiities sothat an e*ployee can use a nu*ber

o' di$erent s/ills and talents.# Tas+ identity - the degree to "hich

a 5ob re;uires co*pletion o' a "hole

and identi?able piece o' "or/.





6ie Core Aob :i*ensions-cont.# Tas+ signi,cance - the degree to

"hich a 5ob has a substantial i*pacton the lies or "or/ o' other people.

# "utonomy - the degree to "hich a 5ob proides substantial 'reedo*,independence, and discretion to the

indiidual in scheduling "or/ anddeter*ining the procedures to beused in carrying it out.

i b i i





6ie Core Aob :i*ensions-cont.# eed)ac+ - the degree to "hich

carrying out "or/ actiities re;uiredby a 5ob results in the indiidual#s

reception o' direct and clearin'or*ation about his or herper'or*ance e$ectieness.

E hibit 1 A b Ch t i ti





Ehibit 1 Aob CharacteristicsModel

Bedesigning Aob :esign





Bedesigning Aob :esign>pproaches

# 'elational #ers#ective of wor+design - an approach to 5ob designthat 'ocuses on ho" people#s tas/s

and 5obs are increasingly based onsocial relationships.

# Proactive #ers#ective of wor+design - an approach to 5ob design in"hich e*ployees ta/e the initiatie tochange ho" their "or/ is per'or*ed.

E hibit 1 ( id li ' A b





Ehibit 1 (uidelines 'or AobBedesign

B d i i A b : i





Bedesigning Aob :esign>pproaches -cont.

# High-involvementwor+ #ractices

"or/ practicesdesigned to elicitgreater input orinole*ent 'ro*

"or/ers.





E;uity &heory

# E.uity theory the theory that ane*ployee co*pares his or her 5ob#sinputoutco*e ratio "ith that o' releantothers and then corrects any ine;uity.

# 'eferents - the persons, syste*s, orseles against "hich indiiduals co*parethe*seles to assess e;uity.

# /istri)utive 0ustice - perceied 'airnesso' the a*ount and allocation o' re"ardsa*ong indiiduals.





Ehibit 1D E;uity &heory





Epectancy &heory

# E1#ectancy theory - the theorythat an indiidual tends to act in acertain "ay based on the epectation

that the act "ill be 'ollo"ed by agien outco*e and on theattractieness o' that outco*e to theindiidual.





Epectancy &heory

# Epectancy Belationships Epectancy -e$ortper'or*ance lin/age

# &he perceied probability that an indiidual#se$ort "ill result in a certain leel o' per'or*ance.

Instru*entality# &he perception that a particular leel o'

per'or*ance "ill result in attaining a desiredoutco*e -re"ard.

8alence# &he attractienessi*portance o' the

per'or*ance re"ard -outco*e to the indiidual.





Ehibit 1F Epectancy Model





Current Issues in Motiation

# CrossCultural Challenges Motiational progra*s are *ost applicable

in cultures "here individualism andachiee*ent are cultural characteristics.

# Gncertainty aoidance o' so*e cultures inertsMaslo"#s needs hierarchy.

# &he need 'or achiee*ent -n>ch is lac/ing inother cultures.

# Collectiist cultures ie" re"ards asentitle*ents to be distributed based onindiidual needs, not indiidual per'or*ance.






# Motiating a :ierse Wor/'orce

Motiating a dierse "or/'orce throughJeibility

# Men desire *ore autono*y than do "o*en.

# Wo*en desire learning opportunities,Jeible "or/ schedules, and good

interpersonal relations.

Motiating Gni;ue (roups o'Wor/ers






Motiating Gni;ue (roups o'Wor/ers# Motiating a :ierse Wor/'orce

Co*pressed "or/"ee/

# Konger daily hours, but 'e"er days

6leible "or/ hours -Jeti*e

# 9peci?c "ee/ly hours "ith arying arrial,departure, lunch and brea/ ti*es around certaincore hours during "hich all e*ployees *ust bepresent

Aob 9haring# &"o or *ore people split a 'ullti*e 5ob

&eleco**uting

# E*ployees "or/ 'ro* ho*e using co*puter lin/s






# Motiating Pro'essionals

Characteristics o' pro'essionals

# 9trong and longter* co**it*ent to their

?eld o' epertise# Koyalty is to their pro'ession, not to the

e*ployer

# Hae the need to regularly update their

/no"ledge# :on#t de?ne their "or/"ee/ as D00 a* to

@00 p*.

Motiating Gni;ue (roups o'

Wor/ers






# Motiating Contingent Wor/ers

Lpportunity to beco*e a per*anente*ployee

Lpportunity 'or training E;uity in co*pensation and bene?ts

# Motiating Ko"9/illed, Mini*u*Wage

E*ployees E*ployee recognition progra*s

Proision o' sincere praise

Motiating Gni;ue (roups o'Wor/ers






# 2#en-)oo+ management - a *otiationalapproach in "hich an organi%ation#s ?nancialstate*ents -the boo/s are shared "ith alle*ployees.

# Em#loyee recognition #rograms -progra*s based on personal attention andepression o' interest, approal, andappreciation 'or a 5ob "ell done.

# Pay-for-#erformance #rograms - ariableco*pensation plans that pay e*ployees onthe basis o' so*e per'or*ance *easure.

:esigning >ppropriate Be"ardsProgra*s






&er*s to no"

# Motiation

# Hierarchy o' needs theory

# Physiological needs

# 9a'ety needs

# 9ocial needs

# Estee* needs

# 9el'actuali%ation needs

# &heory 3

# &heory 4

# &"o'actor theory-*otiationhygienetheory

# Hygiene 'actors

# Motiators

# &hreeneeds theory

# )eed 'or achiee*ent-n>ch

# )eed 'or po"er -nPo"

# )eed 'or a<liation -n>$

# (oalsetting theory

# 9el'e<cacy# Bein'orce*ent theory

# Bein'orcers






&er*s to no" -cont

# Aob design

# Aob scope

# Aob enlarge*ent

# Aob enrich*ent

# Aob depth

# Aob characteristics *odel-ACM

# 9/ill ariety

# &as/ identity

# &as/ signi?cance# >utono*y

# 6eedbac/

# Belational perspectie o' "or/design

# Proactie perspectie o' "or/design

# Highinole*ent "or/practices

# E;uity theory

# Be'erents

# :istributie 5ustice

# Procedural 5ustice

# Epectancy theory# Lpenboo/ *anage*ent

# E*ployee recognition progra*s

robbins mgmt11 ppt16

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