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Modern Management9th edition
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Objectives
• A basic understanding of human motivation
• Insights into various human needs
• An appreciation for the importance of motivating organization members
• An understanding of various motivation strategies
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THE MOTIVATION PROCESS
Defining Motivation
Process Theories of Motivation
The Needs-Goal Theory of Motivation
The Role of Individual Needs
The Vroom Expectancy Theory of Motivation
Motivation and Perceptions
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THE MOTIVATION PROCESS
Figure 16.1The needs-goal theory of motivation
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THE MOTIVATION PROCESS
Figure 16.2Vroom’s expectancy theory of motivation in equation form
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THE MOTIVATION PROCESS
Process Theories of Motivation (con’t)
Equity Theory of Motivation
Adams found these reactions to right an inequity:1. Change work inputs
2. Change compensation3. Change perception of inequality4. Quit job
Perceptions of inequities can arise in:Work assignments
PromotionsRatings reportsOffice assignmentsPay (most often)
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THE MOTIVATION PROCESS
Process Theories of Motivation (con’t)
The Porter-Lawler Theory of Motivation
Consistent with Needs-Goal and Vroom Expectancy theoriesbut provides a more complete description
The Motivation ProcessIn addition Porter-Lawler stresses:
1. Perceived value determined by both intrinsic and extrinsic rewards
2. Task accomplishment determined by:•Perception of requirements to perform task•Ability to perform task
3. Perceived fairness influences amount of satisfaction
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THE MOTIVATION PROCESS
Figure 16.3The Porter-Lawler theory of motivation
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THE MOTIVATION PROCESS
Content Theories of Motivation: Human Needs
Maslow’s Hierarchy of NeedsPhysiological
Security or safetySocialEsteemSelf-actualization
Alderfer’s ERG Theory1. Existence
2. Relatedness3. Growth
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THE MOTIVATION PROCESS
Figure 16.4Maslow’s hierarchy of needs
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THE MOTIVATION PROCESS
Content Theories of Motivation: Human Needs (con’t)
Argyris’ Maturity-Immaturity Continuum From infant’s To adult’s
1. State of passivity State of increasing activity
2. State of dependence on others State of relative independence
3. Being capable of behaving Being capable of behavingonly in a few ways in many different ways
4. Having erratic, casual, shallow, Having deeper, more lasting interestsand quickly dropped interests
5. Having a short time perspective Having much longer time perspective
6. Being in a subordinate position Aspiring to occupy equal / superordinate
7. Lack of self-awareness Awareness and control over self.
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THE MOTIVATION PROCESS
Content Theories of Motivation: Human Needs (con’t)
McClelland’s Acquired Needs Theory
Need for Achievement (nAch)
Need for Power (nPower)
Need for Affiliation (nAff)
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MOTIVATING ORGANIZATION MEMBERS
The Importance of Motivating Organization Members
Strategies for Motivating Organization Members
Managerial Communication
Theory X–Theory Y
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MOTIVATING ORGANIZATION MEMBERS
Figure 16.5Unsatisfied needs of organization members resulting in
either appropriate or inappropriate behavior.
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MOTIVATING ORGANIZATION MEMBERS
Strategies for MotivatingOrganization Members (con’t)
Job DesignEarlier Job Design Strategies
Job RotationJob Enlargement
Job EnrichmentHygieneMotivatingJob Enrichment and Productivity
FlextimeAdvantages of Flextime
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MOTIVATING ORGANIZATION MEMBERS
Table 16.1 Herzberg’s Hygiene Factors and Motivators
Dissatisfaction: Satisfaction:Hygiene or Maintenance Factors Motivating Factors
1. Company policy and administration 1. Opportunity for achievement
2. Supervision 2. Opportunity for recognition
3. Relationship with supervisor 3. Work itself
4. Relationship with peers 4. Responsibility
5. Working conditions 5. Advancement
6. Salary 6. Personal growth
7. Relationship with subordinates
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MOTIVATING ORGANIZATION MEMBERS
Figure 16.6Needs in Maslow’s hierarchy of needs that
desirable hygiene and motivating factors generally satisfy
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MOTIVATING ORGANIZATION MEMBERS
Table 16.2 Advantages and Disadvantages of Using Flextime Programs
AdvantagesImproved employee attitude and moraleAccommodation of working parentsDecreased tardinessFewer commuting problems—workers can avoid congested streets and highwaysAccommodation of those who wish to arrive at work before normal workday interruptions beginIncreased productionFacilitation of employees scheduling of medical, dental, and other types of appointmentsAccommodation of leisure-time activities of employeesDecreased absenteeismDecreased turnover
Disadvantages
Lack of supervision during some hours of work
Key people unavailable at certain times
Understaffing at times
Problem of accommodating employees whose output is the input for other employees
Employee abuse of flextime program
Difficulty in planning work schedules
Problem of keeping track of hours worked or accumulated
Inability to schedule meetings at convenient times
Inability to coordinate projects
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MOTIVATING ORGANIZATION MEMBERS
Strategies for MotivatingOrganization Members (con’t)
Behavior ModificationReinforcement
PositiveNegative
Punishment
Applying Behavior ModificationFeedback systemOther successful behavior modifications are:
1. Giving different rewards according to performance2. Telling workers what they are doing wrong3. Punishing workers privately 4. Always giving out earned rewards and punishments
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MOTIVATING ORGANIZATION MEMBERS
Strategies for MotivatingOrganization Members (con’t)
Likert’s Management Systems
System 1—Lack of confidence or trust in subordinatesSystem 2—Condescending master-to servant style confidence and trustSystem 3—Substantial confidenceSystem 4—Complete trust and confidence
Styles, Systems, and Productivity
Monetary Incentives
Nonmonetary Incentives
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MOTIVATING ORGANIZATION MEMBERS
Figure 16.7Comparative long-term and short-term effects of
system 1 and system 4 on organizational production.
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Chapter Sixteen
Questions