Chapter 9 - Principle of Management
-
Upload
amsavalli-sella -
Category
Documents
-
view
229 -
download
0
Transcript of Chapter 9 - Principle of Management
-
7/28/2019 Chapter 9 - Principle of Management
1/40
Motivation
ChapterNine
Copyri ght 2011 by the M cGraw-H il l Companies, I nc. Al l r ights reserved. McGraw-Hill/Irwin
-
7/28/2019 Chapter 9 - Principle of Management
2/40
Learning Objectives
LO1 Explain what motivation is and why managers need to beconcerned about it
LO2 Describe from the perspectives of expectancy theory and
equity theory what managers should do to have a highlymotivated workforce
LO3 Explain how goals and needs motivate people and whatkinds of goals are especially likely to result in highperformance
LO4 Identify the motivation lessons that managers can learnfrom operant conditioning theory and social learning theory
LO5 Explain why and how managers can use pay as a majormotivation tool
9-2
-
7/28/2019 Chapter 9 - Principle of Management
3/40
The Nature of Motivation
Motivation The psychological forces that determine the
direction of a persons behavior in an organization,a persons level of effort, and a persons level of persistence
9-3
-
7/28/2019 Chapter 9 - Principle of Management
4/40
The Nature of Motivation
Direction possible behaviors the individual could engage in
Effort how hard the individual will work
Persistence
whether the individual will keep trying or give up
9-4
-
7/28/2019 Chapter 9 - Principle of Management
5/40
The Nature of Motivation
Intrinsically Motivated Behavior Behavior that is performed for its own sake
Extrinsically Motivated Behavior Behavior that is performed to acquire material or
social rewards or to avoid punishment
Prosocially motivated behavior behavior performed to benefit or help others
9-5
-
7/28/2019 Chapter 9 - Principle of Management
6/40
-
7/28/2019 Chapter 9 - Principle of Management
7/40
The Motivation Equation
Figure 9.1 9-7
-
7/28/2019 Chapter 9 - Principle of Management
8/40
Expectancy Theory
Motivation will be high when workersbelieve:
High levels of effort will lead to highperformance
High performance will lead to the attainment
of desired outcomes
9-8
-
7/28/2019 Chapter 9 - Principle of Management
9/40
Question?
What is the belief that performance results inthe attainment of outcomes?
A. ExpectancyB. InstrumentalityC. Valence
D. Motivation
9-9
-
7/28/2019 Chapter 9 - Principle of Management
10/40
Expectancy Theory
Expectancy the belief that effort (input) will result in a certain
level of performance Instrumentality
the belief that performance results in the attainmentof outcomes
Valence how desirable each of the available outcomes from
the job is to a person
9-10
-
7/28/2019 Chapter 9 - Principle of Management
11/40
Expectancy, Instrumentality, and Valence
Figure 9.2 9-11
-
7/28/2019 Chapter 9 - Principle of Management
12/40
Expectancy Theory
Figure 9.3 9-12
-
7/28/2019 Chapter 9 - Principle of Management
13/40
Need Theories
Need Theories Theories of motivation that focus on what needs
people are trying to satisfy at work and whatoutcomes will satisfy those needs
Basis premise is that people are motivated toobtain outcomes at work to satisfy their needs
9-13
-
7/28/2019 Chapter 9 - Principle of Management
14/40
Maslows Hierarchy of Needs
9-14
-
7/28/2019 Chapter 9 - Principle of Management
15/40
Herzbergs Motivation -Hygiene Theory
Herzbergs Motivation -Hygiene Theory Focuses on outcomes that lead to higher
motivation and job satisfaction, and thoseoutcomes that can prevent dissatisfaction
9-15
-
7/28/2019 Chapter 9 - Principle of Management
16/40
-
7/28/2019 Chapter 9 - Principle of Management
17/40
McClellands Needs for Achievement, Affiliation,and Power
Need for Achievement A strong desire to
perform challengingtasks well and meetpersonal standards forexcellence
9-17
-
7/28/2019 Chapter 9 - Principle of Management
18/40
McClellands Needs for Achievement, Affiliation,and Power
Need for Affiliation Extent to which an individual is concerned about
establishing and maintaining good interpersonalrelations, being liked, and having the peoplearound him get along with each other
Need for Power Extent to which an individual desires to control or
influence others
9-18
-
7/28/2019 Chapter 9 - Principle of Management
19/40
Equity Theory
Equity Theory Focuses on peoples perceptions of the fairness
(or lack of fairness) of their work outcomes inproportion to their work inputs
9-19
-
7/28/2019 Chapter 9 - Principle of Management
20/40
Equity Theory
Equity Justice, impartiality,
and fairness to which
all organizationalmembers areentitled
Inequity Lack of fairness
9-20
-
7/28/2019 Chapter 9 - Principle of Management
21/40
-
7/28/2019 Chapter 9 - Principle of Management
22/40
Equity Theory
Underpaymentinequity
exists when a person
perceives that his ownoutcome input ratio isless than the ratio of areferent.
Overpayment inequity exists when a person
perceives that his ownoutcome input ratio isgreater than the ratio of a referent.
9-22
-
7/28/2019 Chapter 9 - Principle of Management
23/40
Goal Setting Theory
Goal Setting Theory Focuses on identifying the types of goals that are
effective in producing high levels of motivationand explaining why goals have these effects
9-23
-
7/28/2019 Chapter 9 - Principle of Management
24/40
Learning Theories
Learning Theories Theories that focus on increasing employee
motivation and performance by linking outcomesthat employees receive to the performance of desired behaviors and the attainment of goals
9-24
-
7/28/2019 Chapter 9 - Principle of Management
25/40
Question?
What is a relatively permanent change inpersons knowledge or behavior thatresults from practice or experience?
A. ObservationB. Learning
C. AnecdotalD. Empirical
9-25
-
7/28/2019 Chapter 9 - Principle of Management
26/40
Learning Theories
Learning A relatively
permanent change in
persons knowledgeor behavior thatresults frompractice orexperience
9-26
-
7/28/2019 Chapter 9 - Principle of Management
27/40
Operant Conditioning Theory
Operant Conditioning People learn to perform behaviors that lead to
desired consequences and learn not to performbehaviors that lead to undesired consequences.
9-27
-
7/28/2019 Chapter 9 - Principle of Management
28/40
Operant Conditioning Theory
PositiveReinforcement
Giving people
outcomes they desirewhen they performorganizationallyfunctional behaviors
NegativeReinforcement
Eliminating
undesired outcomeswhen peopleperformorganizationally
functional behaviors
9-28
-
7/28/2019 Chapter 9 - Principle of Management
29/40
-
7/28/2019 Chapter 9 - Principle of Management
30/40
Discussion Question
Which of the following motivates employeesbest?
A. Positive ReinforcementB. Negative ReinforcementC. Extinction
D. Punishment
9-30
-
7/28/2019 Chapter 9 - Principle of Management
31/40
Social Learning Theory
Social Learning Theory A theory that takes into account how learning and
motivation are influenced by peoplesthoughts and beliefs and their observations of other peoples behavior
9-31
-
7/28/2019 Chapter 9 - Principle of Management
32/40
-
7/28/2019 Chapter 9 - Principle of Management
33/40
Social Learning Theory
Self-Reinforcement Any desired or attractive outcome or award that a
person can give himself or herself for goodperformance
Self-efficacy A persons belief about his or her ability to
perform a behavior successfully
9-33
-
7/28/2019 Chapter 9 - Principle of Management
34/40
Pay and Motivation
Pay as a Motivator Expectancy: Instrumentality, the association
between performance and outcomes, must behigh for motivation to be high.
Need Theory: pay is used to satisfy many needs. Equity Theory: pay is given in relation to inputs
9-34
-
7/28/2019 Chapter 9 - Principle of Management
35/40
Pay and Motivation
Pay as a Motivator Goal Setting Theory: pay is linked to attainment of
goals. Learning Theory: outcomes (pay), is distributed
upon performance of functional behaviors.
9-35
-
7/28/2019 Chapter 9 - Principle of Management
36/40
Merit Pay and Performance
Merit Pay Plan A compensation plan that bases pay on based on
individual, group and/or organizationperformance.
9-36
-
7/28/2019 Chapter 9 - Principle of Management
37/40
Salary Increase or Bonus?
Employee Stock Option A financial instrument that entitles the bearer to
buy shares of an organizations stock at a certainprice during a certain period of time or undercertain conditions.
9-37
-
7/28/2019 Chapter 9 - Principle of Management
38/40
Examples of Merit Pay Plans
Piece-rate Pay Employees pay is
based on the number
of units that theemployee produces
Commission Pay Employees pay is
based on a
percentage of salesthat the employeemakes
9-38
-
7/28/2019 Chapter 9 - Principle of Management
39/40
-
7/28/2019 Chapter 9 - Principle of Management
40/40
Video Case: Learn to Love Your Job
What are the three signs of a miserable jobidentified by Pat Lencioni, and how do theyreduce productivity?
When the three signs of a miserable job arepresent, which of the needs identified byMaslow are not being met?
9 40