2007 McGraw-Hill Ryerson Ltd. 1. 2 Chapter 3 Motivation Motivation.

2007 McGraw-Hill Ryerson Ltd. 1


Chapter 3Chapter 3

MotivationMotivation


LearningLearning OutcomesOutcomes

After reading the material in this chapter, you should be able to:

1. Contrast Maslow’s, McClelland’s, & Alderfer’s need theories.

2. Describe how to motivate employees through job design.

3. Describe the practical lessons derived from equity theory.


LearningLearning OutcomesOutcomes

4. Explain Vroom’s expectancy theory.

4. Identify five practical lessons to be learned from goal-setting research.


FUNDAMENTALS OF EMPLOYEE FUNDAMENTALS OF EMPLOYEE MOTIVATIONMOTIVATION

What is Motivation?What is Motivation?

Motivation represents “those

psychological processes that cause the

arousal, direction, and persistence of

voluntary actions that are goal directed.”


FUNDAMENTALS OF EMPLOYEE FUNDAMENTALS OF EMPLOYEE MOTIVATION MOTIVATION (cont’d)(cont’d)

Three Broad Theoretical Approaches to Three Broad Theoretical Approaches to Motivating Employees at Work:Motivating Employees at Work:

1.1. Need TheoriesNeed Theories – meeting employees’ needs to induce employees’ motivation to do the job

2.2. Job Characteristics ModelJob Characteristics Model – motivating employees through the way jobs are designed

3.3. Process TheoriesProcess Theories – understanding employees’ thought processes & using this knowledge to guide managerial actions to motivate employees


Need Theories of MotivationNeed Theories of Motivation

Needs Needs are physiological or psychological deficiencies that arouse behaviour.

Maslow’s Need Hierarchy Theory

McClelland’s Need Theory

Alderfer’s ERG Theory


Maslow’s Need HierarchyMaslow’s Need Hierarchy

– Physiological Includes hunger, thirst, shelter, sex and other bodily needs

– Safety Includes security and protection from physical and emotional harm

– Love Includes affection, belongingness, acceptance, and friendship


Maslow’s Need HierarchyMaslow’s Need Hierarchy

• Esteem– Includes internal esteem factors such as self-

respect, autonomy, and achievement; and external esteem factors such as status, recognition, and attention

• Self-actualization– The drive to become what one is capable of

becoming; includes growth, achieving one’s potential, and self-fulfillment


Focuses on three specific needs:Focuses on three specific needs:

Need for Achievement – similar to Maslow’s self-actualization need

Need for Affiliation – similar to Maslow’s social need

Need for Power – similar to Maslow’s esteem need

McClelland’s Need TheoryMcClelland’s Need Theory


McClelland’s Need TheoryMcClelland’s Need Theory

• Need for Achievement– Achievement-motivated people

• Prefer working on tasks of moderate difficulty• Prefer situations in which performance is due

to their efforts rather than other factors, such as luck

• Desire feedback on their successes and failures


McClelland’s Need Theory McClelland’s Need Theory (cont’d)(cont’d)

• Need for Affiliation– Affiliation-motivated people

• Prefer spending more time maintaining social relationships, joining groups, and wanting to be loved

• Are not always the most effective managers– Because they have a hard time making difficult decisions

& worry about being disliked


McClelland’s Need Theory McClelland’s Need Theory (cont’d)(cont’d)

• Need for Power– Power-motivated people

• Desire to influence, coach, teach, or encourage others to achieve

• Like to work & are concerned with discipline & self-respect

• Can be top managers if their high need for power is coupled with a low need for affiliation


1.1. ExistenceExistence – relate to physiological well-being

2.2. RelatednessRelatedness – relate to interpersonal relationships

3.3. GrowthGrowth – relate to achieving one’s full potential

Unlike Maslow, Alderfer believed that more than one need might motivate at any one time.

Frustration-regression component, in which frustration of a higher-order need can influence the strength of lower-order needs.

E.g. An employee may request more pay (existence need) if he is experiencing difficulty with interpersonal relationships (relatedness need) at work.

Alderfer’s ERG TheoryAlderfer’s ERG Theory


MOTIVATING EMPLOYEES THROUGH MOTIVATING EMPLOYEES THROUGH JOB DESIGNJOB DESIGN

Job DesignJob Design is changing the content and/or

process of a specific job to increase job

satisfaction and performance. Job design

also attempts to lower absenteeism and

turnover.


Two Types of MotivationTwo Types of Motivation

Intrinsic (internal) motivation

Motivation caused by positive internal feelings that are generated by doing a job well.

Enhanced by:•Experienced meaningfulness of work

•Experienced responsibility for outcomes

•Knowledge of the actual results of the work activities

Extrinsic (external) motivation

Motivation that is dependent on external factors, such as incentive pay or compliments.


Three Ways to Redesign JobsThree Ways to Redesign Jobs

1.1. Job EnlargementJob Enlargement – adding variety to a job by combining tasks of comparable difficulty

2.2. Job RotationJob Rotation – moving employees from one specialized job to another

3.3. Job EnrichmentJob Enrichment – building achievement, recognition, stimulating work, responsibility, and advancement into a job


Herzberg’s Motivator-Hygiene ModelHerzberg’s Motivator-Hygiene Model

MotivatorsMotivators No Satisfaction SatisfactionJobs that do not offer achievement, Jobs offering achievementrecognition, stimulating work, recognition, stimulating work responsibility, & advancement. responsibility, & advancement

Hygiene FactorsHygiene Factors Dissatisfaction No DissatisfactionJobs with poor company policies, Jobs with good company policiesand administration, technical and administration, technical supervision, salary, interpersonal supervision, salary, inter-relationships with supervisors personal relationships with & working conditions supervisors & working conditions


Process theoriesProcess theories focus on the cognitive/ thought processes that can lead to motivation.

1. Equity Theory

2. Expectancy Theory

3. Goal-setting Theory

PROCESS THEORIES OF MOTIVATIONPROCESS THEORIES OF MOTIVATION


Equity TheoryEquity Theory

Equity theory holds that motivation is a function of fairness in social exchanges.

There are two primary components in the employee-employer exchange:

1. Inputs (employee provides)

– education, training, experience, effort expended, loyalty

2. Outcomes (employer provides)

– pay/bonuses, promotion, status symbols, recognition


Practical Lessons from Equity TheoryPractical Lessons from Equity Theory

1. Another explanation of how beliefs & attitudes affect job performance

2. Managers need to pay attention to employee’s perceptions of what is fair & equitable

3. Managers benefit from allowing employees to participate in making decisions about important work outcomes


Practical Lessons from Equity TheoryPractical Lessons from Equity Theory

4. Employees need right to appeal decisions that affect their welfare

5. Employees are more likely to support organizational change when they believe it is implemented fairly and when it produces equitable outcomes


Expectancy Theory of MotivationExpectancy Theory of Motivation

According to victor Vroom’s expectancy theory, motivation boils down to the decision of how much effort to exert in a specific task situation.

This choice is based on a two-stage sequence of expectations:

Effort Effort → Performance→ Performance and and Performance → OutcomePerformance → Outcome


Expectancy Theory’s Three Key ConceptsExpectancy Theory’s Three Key Concepts

Expectancy – an individual’s belief that a particular degree of effort will be followed by a particular level of performance. This is an Effort Effort → Performance→ Performance expectation

Instrumentality – a person’s belief that a particular outcome is determined by accomplishing a specific level of performance. This is a PerformancePerformance → Outcome→ Outcome perception

Valence – the positive or negative value people place on outcomes


Table 3-1Table 3-1 Managerial and Organizational Managerial and Organizational Implications of Expectancy TheoryImplications of Expectancy Theory

Implications for Managers Implications for Organizations

Determine the outcomes employees value.

Reward people for desired performance, & do not keep pay decisions secret.

Identify good performance so appropriate behaviours are rewarded.

Design challenging jobs.

Make sure employees can achieve targeted levels of performance.

Tie some rewards to group accomplishments to build teamwork.

Link desired outcomes to targeted levels of performance.

Reward managers for creating, monitoring, & maintaining expectancies, instrumentalities, & outcomes that lead to high effort & goal attainment.

Make changes in outcomes large enough to motivate high effort.

Monitor employee motivation through interviews or anonymous surveys.

Monitor reward system for inequities. Accommodate individual differences.


Motivation through Goal SettingMotivation through Goal Setting

GoalsGoals motivate the individual by:

directing attention

regulating effort

increasing persistence

fostering strategies and action plans


Insights from Goal-Setting ResearchInsights from Goal-Setting Research

1.1. Difficult goals lead to higher performance.Difficult goals lead to higher performance.

2.2. Specific difficult goals lead to higher performance Specific difficult goals lead to higher performance for simple rather than complex tasks.for simple rather than complex tasks.

3.3. Feedback enhances the effect of specific, difficult Feedback enhances the effect of specific, difficult goals.goals.

4.4. Participative goals, assigned goals, and self-set Participative goals, assigned goals, and self-set goals are equally effective.goals are equally effective.

5.5. Goal commitment and monetary incentives affect Goal commitment and monetary incentives affect goal-setting outcomes.goal-setting outcomes.


SSpecific

MMeasurable

AAttainable

RResults oriented

TTime bound

Guidelines for Writing “SMART” GoalsGuidelines for Writing “SMART” Goals

2007 McGraw-Hill Ryerson Ltd. 1. 2 Chapter 3 Motivation Motivation.

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Transcript of 2007 McGraw-Hill Ryerson Ltd. 1. 2 Chapter 3 Motivation Motivation.