Lussier3e ch12

PowerPoint Presentation by Charlie CookThe University of West Alabama

Copyright © 2006 Thomson Business and Economics.All rights reserved.

Chapter 12Chapter 12

Motivating for Motivating for High High PerformancePerformance

12–2Copyright © 2006 Thomson Business and Economics. All rights reserved.

Learning OutcomesLearning Outcomes

1. Illustrate the motivation process.

2. Explain the performance formula and how to use it.

3. Discuss the major similarities and differences among the four content motivation theories: hierarchy of needs theory, ERG theory, two-factor theory, and acquired needs theory.

4. Discuss the major similarities and differences among the three process motivation theories: equity theory, goal-setting theory, and expectancy theory.

5. Explain the four types of reinforcement.

6. State the major differences among content, process, and reinforcement theories.

After studying this chapter, you should be able to:


Learning Outcomes (cont’d)Learning Outcomes (cont’d)

7. Define the following key terms:

motivation acquired needs theory

motivation process process motivation theories

performance formula equity theory

content motivation theories goal-setting theory

hierarchy of needs theory expectancy theory

ERG theory reinforcement theory

two-factor theory giving praise model


Ideas on Management at Market AmericaIdeas on Management at Market America

1. What does Market America do to motivate its distributors, and how does it affect performance?

2. How does Market America meet its distributors’ content motivation needs?

3. How does Market America meet its distributors’ process motivation needs?

4. How does Market America use reinforcement theory to motivate its distributors?

5. Will the Market America UnFranchise® business model for motivating work in other countries?


Motivation and PerformanceMotivation and Performance

• Motivation– The willingness to achieve organizational

objectives.– People are motivated by self-interest—the key

to understanding motivation.

• Motivation Process– Employees go from need to motive to behavior

to consequence to satisfaction or dissatisfaction.


How Motivation Affects PerformanceHow Motivation Affects Performance

• Expectations, Motivation, and Performance– Self-fulfilling prophecy

• “If you believe you can, or if you believe you can’t, then you are right”—Henry Ford

• If you think you will be successful, then you will be.

• The Performance Formula– Performance = Ability × Motivation × Resources

• For maximum performance levels, all three factors must be high.


An Overview of the Major Motivation TheoriesAn Overview of the Major Motivation Theories

Content MotivationContent MotivationTheoriesTheories

Content MotivationContent MotivationTheoriesTheories

Process MotivationProcess MotivationTheoriesTheories

Process MotivationProcess MotivationTheoriesTheories

ReinforcementReinforcementTheoryTheory

ReinforcementReinforcementTheoryTheory

Major Motivation Major Motivation TheoriesTheories

Major Motivation Major Motivation TheoriesTheories


Major Motivation TheoriesMajor Motivation Theories

• Content Motivation Theories– Focus on identifying and understanding

employees’ needs.

• Process Motivation Theories– Focus on understanding how employees

choose behaviors to fulfill their needs.

• Reinforcement Theory – Proposes that the consequences of behavior

will motivate employees to behave in pre-determined ways. (Skinner)

Exhibit 12–1


Motivation: Content TheoriesMotivation: Content Theories

• Content Motivation Theories– Focus on identifying and understanding

employees’ needs.• Hierarchy of needs theory

• ERG theory

• Two-factor theory

• Acquired needs theory


Maslow’s Hierarchy of Needs TheoryMaslow’s Hierarchy of Needs Theory

• Hierarchy of Needs1. Only unmet needs motivate.2. People’s needs are arranged in order of

importance for basic to complex.3. Satisfaction of lower-level needs precedes

satisfaction of higher-level needs.4. There are five classifications of needs:

• Physiological needs• Safety needs• Social needs• Esteem needs• Self-actualization needs


How Managers Motivate Based on

Maslow’s Hierarchy of Needs Theory

How Managers Motivate Based on

Maslow’s Hierarchy of Needs Theory

Exhibit 12–2


ERG TheoryERG Theory

• ERG theory (Alderfer)– Proposes that employees are motivated by

three needs:• Existence: physiological and safety needs.

• Relatedness: social needs.

• Growth: esteem and self-actualization needs.

– Needs can be active on more than one level at the same time.• Starving actor: being hungry and wanting fame and

fortune.


Herzberg’s Two-Factor TheoryHerzberg’s Two-Factor Theory

Exhibit 12–3

Proposes that employees are motivated by motivators rather than by maintenance factors


Acquired Needs TheoryAcquired Needs Theory

• Acquired Needs Theory (McClelland)– Proposes that employees are motivated by their

needs for achievement, power, and affiliation.• Need for Achievement (N ACH): the desire for

responsibility and accomplishment.

• Need for Power (N POW): the desire to control the situation, to influence others, to enjoy competition in which they can win, and to be willing to confront others.

• Need for Affiliation (N AFF): the tendency to want to be liked, to seek close relationship with others, to enjoy social activities, and to seek to belong.


A Comparison of Four Content Motivation

Theories

A Comparison of Four Content Motivation

Theories

Exhibit 12–4


Motivation: Process TheoriesMotivation: Process Theories

• Process Motivation Theories– Focus on understanding how employees

choose behavior to fulfill their needs.• Equity theory

• Goal-setting theory

• Expectancy theory


Equity TheoryEquity Theory

• Equity Theory (Adams)– Proposes that employees are motivated when

their perceived inputs equal outputs.– People compare their inputs (effort, experience,

seniority, status, intelligence, etc.) and outputs (praise, recognition, pay, benefits, promotions, increased status, supervisor’s approval, etc.) to those of relevant others and conclude that they are:• Underrewarded

• Overrewarded

• Equitably rewarded


Goal-Setting TheoryGoal-Setting Theory

• Goal-Setting Theory– Proposes that achievable but difficult goals

motivate employees, leading to higher levels of motivation and performance.


Expectancy TheoryExpectancy Theory

• Expectancy Theory (Vroom)– Proposes that employees are motivated when

they believe they can accomplish the task and the rewards for doing so are worth the effort.

– Motivation = Expectancy × Valence

• Expectancy is the person’s perception of his or her ability to accomplish an objective.

• Valence is the value the person places on the outcome or reward for his or her performance.


Expectancy Theory (cont’d)Expectancy Theory (cont’d)

• Keys to using expectancy theory successfully:

– Clearly define objectives and the performance needed to achieve them.

– Tie performance to rewards.

– Be sure rewards have value to employees.

– Make sure employees believe that management will do what it says it will.


Reinforcement TheoryReinforcement Theory

• Reinforcement Theory– Proposes that through the consequences for

behavior employees will be motivated to behave in predetermined ways.

StimulusResponding

BehaviorConsequences of

Behavior(Reinforcement)


Types of ReinforcementTypes of Reinforcement

• Positive Reinforcement– Encouraging continued behavior by offering attractive

consequences (rewards) for desirable performance.

• Avoidance Reinforcement (Negative Reinforcement)– Encouraging continued desirable behavior to avoid a

negative consequence.

• Punishment– Providing an undesirable consequence for the

undesirable behavior.

• Extinction– Discouraging undesirable behavior by withholding

reinforcement when the behavior occurs.


Types of Reinforcement

Types of Reinforcement

Exhibit 12–5


Schedules of ReinforcementSchedules of Reinforcement

• Continuous Reinforcement– Each and every desirable behavior is reinforced.

• Intermittent Reinforcement– Time-based schedules

• Fixed interval

• Variable interval

– Output-based schedules• Fixed ratio

• Variable ratio


Motivating with ReinforcementMotivating with Reinforcement

• General guidelines for using reinforcement:1. Make sure employees know what behavior is

expected and reinforced.

2. Select appropriate rewards.

3. Select the appropriate reinforcement schedule.

4. Do not reward mediocre or poor performance.

5. Look for the positive and give praise regularly, rather than focusing on the negative and criticizing.

6. Do things for your employees, instead of to them, and you will see productivity increases.


Giving PraiseGiving Praise

1. Tell the employee exactly what was done correctly.

1. Tell the employee exactly what was done correctly.

2. Tell the employee why the behavior is important.

2. Tell the employee why the behavior is important.

3. Stop for a moment of silence.

3. Stop for a moment of silence.

4. Encourage repeat performance.

4. Encourage repeat performance.

Exhibit 12–6


The Motivation Process and

the Motivation Theories

The Motivation Process and

the Motivation Theories

Exhibit 12–7

The groups of theories are complementary; each refers to a different stage in the motivation process or answers a different question.


Do Motivation Theories Apply Globally?Do Motivation Theories Apply Globally?

• Cultural Differences in Motivation

– The source of motivation (intrinsic vs. extrinsic)

– The level of needs on which people focus varies.

– Individualistic societies tend to value individual accomplishment; collective societies tend to value group accomplishment and loyalty.

Lussier3e ch12

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