© 2009 Cengage Learning. All rights reserved. Chapter 5 Motivation at Work Learning Outcomes 1...
-
date post
21-Dec-2015 -
Category
Documents
-
view
221 -
download
0
Transcript of © 2009 Cengage Learning. All rights reserved. Chapter 5 Motivation at Work Learning Outcomes 1...
© 2009 Cengage Learning. All rights reserved.
Chapter 5Motivation at Work
Lea
rnin
g O
utc
om
es
1 Define motivation.
2 Explain how Theory X and Theory Y relate to Maslow’s hierarchy of needs.
3 Discuss the needs for achievement, power, and affiliation.
4 Describe the two-factor theory of motivation.
5 Explain two new ideas in human motivation.
6 Describe the role of inequity in motivation.
7 Describe the expectancy theory of motivation.
8 Describe the cultural differences in motivation.
© 2009 Cengage Learning. All rights reserved.
Definition of Motivation
the process of arousing and sustaining
goal-directed behavior
© 2009 Cengage Learning. All rights reserved.
MOTIVATIONAL THEORIES• Internal
– Suggest that variables within the individual give rise to motivation and behavior
– Example: Maslow’s hierarchy of needs theory
• Process– Emphasize the nature of the interaction
between the individual and the environment– Example: Expectancy theory
• External– Focus on environmental elements to explain
behavior– Example: Two-factor theory
3 G
RO
UP
S
© 2009 Cengage Learning. All rights reserved.
Early Philosophers
Max Weberwork contributes to salvation Protestant work ethic
Sigmund Freuddelve into the unconscious mind to better understand a person’s motives and needs
of Motivational Theories
© 2009 Cengage Learning. All rights reserved.
Early Philosophers
Adam Smith“enlightened” self-interest; that which is in the best interest and benefit to the individual and to other people
Frederick Taylorfounder of scientific management; emphasized cooperation between management and labor to enlarge company profits
of Motivational Theories
Maslow’s Hierarchy of Needs
Physiological
Safety and Security
Love (Social)
Esteem
SA
Low
est t
o hi
ghes
t ord
er
© 2009 Cengage Learning. All rights reserved.
Learning Outcome
Explain how Theory X and Theory Y relate to Maslow’s hierarchy of needs.
2
© 2009 Cengage Learning. All rights reserved.
Motivational Theories X and Y
Theory X
A set of assumptions of how to manage individuals who are motivated by lower order needs
Theory Y
A set of assumptions of how to manage individuals who are motivated by higher order needs
Theories Applied to Needs Hierarchy
Physiological
Safety and Security
Love (Social)
Esteem
SA Theory Y – a set of assumptions of how to manage individuals motivated by higher order needs
Theory X – a set of assumptions of how to manage individuals motivated by lower order needs
© 2009 Cengage Learning. All rights reserved.
McGregor’s Assumptions About People Based on Theory X
• Naturally indolent
• Lack ambition, dislike responsibility, and prefer to be led
• Inherently self-centered and indifferent to organizational needs
• Naturally resistant to change
• Gullible, not bright, ready dupes
Adapted from Table 5.1 which is from “The Human Side of Enterprise” by Douglas M. McGregor, reprinted from Management Review, November 1957. Copyright 1957 American Management Association International. Reprinted by permission of American Management Association International, New York, NY. All rights reserved. http://www.amanet.org.
© 2009 Cengage Learning. All rights reserved.
McGregor’s Assumptions About People Based on Theory Y
• Passive and resistant behaviors not inherent; result of organizational experience
• People possess– Motivation – Development potential – Capacity for assuming responsibility – Readiness to direct behavior toward
organizational goals
Adapted from Table 5.1 which is from “The Human Side of Enterprise” by Douglas M. McGregor, reprinted from Management Review, November 1957. Copyright 1957 American Management Association International. Reprinted by permission of American Management Association International, New York, NY. All rights reserved. http://www.amanet.org.
© 2009 Cengage Learning. All rights reserved.
McGregor’s Assumptions About People Based on Theory Y
Management’s task—arrange conditions and operational methods so people can achieve their own goals by directing efforts to organizational goals
Adapted from Table 5.1 which is from “The Human Side of Enterprise” by Douglas M. McGregor, reprinted from Management Review, November 1957. Copyright 1957 American Management Association International. Reprinted by permission of American Management Association International, New York, NY. All rights reserved. http://www.amanet.org.
OrganizationGoals
Individual Goals
© 2009 Cengage Learning. All rights reserved.
Alderfer’s ERG Theory
Existence
Relatedness
Growth
Physiological
Safety and Security
Love (Social)
Esteem
SA
© 2009 Cengage Learning. All rights reserved.
Learning Outcome
Discuss the needs for achievement, power, and affiliation.
3
© 2009 Cengage Learning. All rights reserved.
McClelland’s Theory
3 main categories of needs
• Achievement• Power• Affiliation
© 2009 Cengage Learning. All rights reserved.
McClelland’s Need Theory:Need for Achievement
[Need for Achievement] a manifest (easily perceived) need that concerns individuals’ issues of excellence, competition, challenging goals, persistence, and overcoming difficulties
© 2009 Cengage Learning. All rights reserved.
McClelland’s Need Theory:Need for Power
[Need for Power] a manifest (easily perceived) need that concerns an individual’s need to make an impact on others, influence others, change people or events, and make a difference in life
© 2009 Cengage Learning. All rights reserved.
McClelland’s Need Theory:Need for Affiliation
[Need for Affiliation]
a manifest (easily perceived) need that concerns an individual’s need to establish and maintain warm, close, intimate relationships with other people
Self-actualization
3 Motivational Need TheoriesMaslow Alderfer McClelland
HigherOrderNeeds
LowerOrderNeeds
Esteem selfinterpersonal
Safety and Security interpersonal
physical
Need for Achievement
Need for Power
Relatedness Need for Affiliation
Existence
Growth
Belongingness(social and love)
Physiological
McGregor
Theory Y
Theory X
© 2009 Cengage Learning. All rights reserved.
Learning Outcome
Describe the two-factor theory of motivation.
4
© 2009 Cengage Learning. All rights reserved.
Herzberg’s Two-Factor Theory
• Hygiene factor • Motivation factor
Both are work conditions, but each addresses a different part of an employee’s experience
© 2009 Cengage Learning. All rights reserved.
HYGIENE FACTOR
maintenance factor
contributes to employee’s feeling not dissatisfied
contributes to absence of complaints
© 2009 Cengage Learning. All rights reserved.
Motivation Factor
job enrichment
leads to superior performance & effort
Motivation–Hygiene Theory
Hygiene factors avoid job dissatisfaction
• Company policy and administration
• Supervision• Interpersonal relations• Working conditions• Salary• Status• Security
SOURCE: Adapted from Frederick Herzberg, The Managerial Choice: To be Efficient or to Be Human . (Salt Lake City: Olympus, 1982). Reprinted by permission.
• Achievement• Achievement recognition • Work itself• Responsibility• Advancement• Growth
• Salary?
Motivation factors increase job satisfaction
© 2009 Cengage Learning. All rights reserved.
Motivation–Hygiene Combinations
High M Low M
High H high motivation few complaints
low motivation few complaints
Low H high motivation many complaints
low motivation many complaints
(Motivation = M, Hygiene = H)
© 2009 Cengage Learning. All rights reserved.
Questions on Herzberg’s Theory
• Is salary a hygiene or a motivational factor?
• What role do individual differences (age, sex, social status, education) play?
• What role do intrinsic job factors (work flow process) play?
© 2009 Cengage Learning. All rights reserved.
Learning Outcome
Explain two new ideas in human motivation.
5
© 2009 Cengage Learning. All rights reserved.
New Ideas : Eustress, Strength, Hope
• Eustress – healthy, normal stress
Opportunities
Challenges
Energy
Obstacles
Barriers
Frustration
© 2009 Cengage Learning. All rights reserved.
New Ideas : Positive Energy and Full
EngagementManagement of Energy
Expend Energy
Build Positive Energy
Renewal and
Recovery
© 2009 Cengage Learning. All rights reserved.
A recent study examined the effects of job demands, job control, and job social support on fatigue and intrinsic motivation among a sample group of 555 nurses.
The study found no correlation between job social support and fatigue, but higher levels of support produced elevated levels of intrinsic motivation regardless of job-demands and job-control levels.
Beyond the Book:Intrinsic Motivation
© 2009 Cengage Learning. All rights reserved.
Learning Outcome
Describe the role of inequity in motivation.
6
© 2009 Cengage Learning. All rights reserved.
Social Exchange & Equity Theory
• Equity theory focuses on individual–environment interaction
• Concerned with social processes
Individual–Organizational
• Organizational goals• Departmental objectives• Job tasks
• Physiological needs• Security needs• Physical needs
• Company status• Benefits• Income
• Developmental potential• Employee knowledge• Employee skills and
abilities
IndividualOrganization
Dem
ands
Con
trib
utio
ns
SOURCE: J. P. Campbell, M. D. Dunnette, E. E. Lawler, III. And K. E. Weick, Jr. Managerial Behavior. Performance and Effectiveness (New York: McGraw-Hill, Inc., 1970. Reproduced with permission from McGraw-Hill, Inc.
Exchange Relationship
© 2009 Cengage Learning. All rights reserved.
Adam’s Theory of Inequity
Inequity – the situation in which a person perceives he or she is receiving less than he or she is giving, or is giving less than he or she is receiving
Positive Outcomes > OutcomesEquity Inputs Inputs
Equity Outcomes = Outcomes Inputs Inputs
Negative Outcomes < OutcomesEquity Inputs Inputs
Person Comparison other
Equity and Inequity at Work
© 2009 Cengage Learning. All rights reserved.
Strategies for Resolution of Inequity
• Alter the person’s outcomes
• Alter the person’s inputs
• Alter the comparison other’s outputs
• Alter the comparison other’s inputs
• Change who is used as a comparison other
• Rationalize the inequity
• Leave the organizational situation
© 2009 Cengage Learning. All rights reserved.
New Perspectives on Equity Theory
Equity Sensitive
I prefer an equity ratio equal to that of my comparison other
© 2009 Cengage Learning. All rights reserved.
New Perspectives in Equity Theory
Benevolent
I am comfortable with an equity ratio less than that of my comparison other
© 2009 Cengage Learning. All rights reserved.
New Perspectives on Equity Theory
Entitled
I am comfortable with an equity ratio greater than that of my comparison other
© 2009 Cengage Learning. All rights reserved.
Learning Outcome
Describe the expectancy theory of motivation.
7
© 2009 Cengage Learning. All rights reserved.
Expectancy Theory of Motivation:
Valence – value or importance placed on a particular reward
Expectancy – belief that effort leads to performance
Instrumentality – belief that performance is related to rewards
Key Constructs
Expectancy Model of Motivation
Performance RewardEffortEffort
Perceived effort –performance probability
Perceived effort –performance probability
Perceived value of reward
Perceived performance – reward probability
“What are my chances of getting the job done if I put forth the necessary effort?”
“What are my chances of getting the rewards I value if I satisfactorily complete the job?”
“What rewardsdo I value?”
© 2009 Cengage Learning. All rights reserved.
3 Causes of Motivational Problems
• Belief that effort will not result in performance
• Belief that performance will not result in rewards
• The value a person places on, or the preference a person has for, certain rewards
© 2009 Cengage Learning. All rights reserved.
Moral Maturity
the measure of a person’s cognitive moral
development
© 2009 Cengage Learning. All rights reserved.
Moral Maturity
Morally mature people behave and act based
on universal ethical principles.
Morally immature people behave and act
based on egocentric motivations.
© 2009 Cengage Learning. All rights reserved.
Learning Outcome
Describe the cultural differences in motivation.
8
© 2009 Cengage Learning. All rights reserved.
Cultural Differences
• Motivational theories are culturally bound
• Research results differ among cultures
U.S. Results
Other Cultural Results
=
© 2009 Cengage Learning. All rights reserved.
Ways to Motivate People
• Training
• Coaching
• Task assignments
• Rewards contingent on good performance
• Valued rewards available
© 2009 Cengage Learning. All rights reserved.
Emily Williams, a volunteer at CCI, has helped to raise 180 dogs over the course of a decade.
Emily is an unpaid volunteer—love for dogs and disabled persons are her sole motivations to work with CCI.
Canine Companions for Independence provides trained assistance dogs for the disabled.
Beyond the Book:Volunteering and Motivation