MGT 386 Section 5- Motivation
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Transcript of MGT 386 Section 5- Motivation
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Motivation
Section 5
Why are people motivated to do thosethings? VIDEO
http://www.youtube.com/watch?v=mdOMmJKOsa0http://www.youtube.com/watch?v=mdOMmJKOsa0 -
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Leaders are Readers
Peter Drucker
The Effective Executive (1967)
Morale in an organization does not mean thatpeople get along together; the test is
performance, not conformance.
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Elements of
Work Motivation
Direction of Behavior
When faced with obstacleshow hard does a person keep
trying to perform a
chosen behavior successfully?
How hard does a person
work to perform a
chosen behavior?
Which behaviors does a
person choose to perform
In an organization?
Level of Effort
Level of Persistence
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Motivation
Directly or Indirectly Dominates OrganizationalBehavior
Personality, PsyCap, etc.motivational
propensities
Psychological contracts
Goal Setting Theory
O.B. Modification
Compensation
Social Identity Theory
WHY do people do what they do?
What drives motivation to engage, motivation to
withdraw, motivation to perform, motivation touit?
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Catch 22
Motivation is rarely the core issueAbilities
Job Design
Tools at Work
Leadership
All problems are not solved by having motivated
employees
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The Process of Motivation
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Individual Approaches
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Primary Motives
Human motives are variously calledphysiological, biological, unlearned, orpr imary .
Two criteria must be met in order for a motive to
be included in the primaryclassification: It must beunlearned, and it must be physiologicallybased.
Even though the brain pathways will be
developed in different ways and people develop
different appetites for the various physiologicalmotives, they will all have essentially the same
primary needs.
What are some examples of Primary Motives?
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General and Secondary Motives
General Motives The Curiosity, Manipulation, and Activity Motives
The Affection Motive
Secondary Motives
The Power Motive
The Achievement Motive
The Affiliation Motive
The Security Motive The Status Motive
Intrinsic versus Extrinsic Motives
Intrinsic- Behavior for its own sake
Extrinsic- Based on acquisition of material or social rewards or
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McClellands 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
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McClellands Need Theory:
Need for PowerNeed for Power -a manifest
(easily perceived) need that
concerns an individuals needto make an impact on others,
influence others, change
people or events, and make a
difference in life
Different than the importance
of control in the workplace
(e.g., Univ of Texas Study on
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McClellands Need Theory:
Need for Affiliation
Need for Affiliation -a manifest (easily
perceived) need that concerns an individuals
need to establish and maintain warm, close,
intimate relationships with other people
http://www.goalmanager.com/ -
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(e.g., from psychology to Org Behavior)
From Individual to Work Motivation
Approaches
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Work-Motivation Approaches
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Content Theories of Motivation
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The Content Theories
of Work Motivation
Maslows Hierarchy of Needs- Why are we talking aboutthis anymore?
Alderfer- Existence, Relatedness, Growth
Herzbergs Two-Factor Theory of Motivation
Hygiene Factor - work condition related to dissatisfaction
caused by discomfort or pain maintenance factor
contributes to employees feeling not dissatisfied
contributes to absence of complaints Motivation Factor - work condition related to the
satisfaction of the need for psychological growth job enrichment
leads to superior performance & effort
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MotivationHygiene
Theory of Motivation
Hygiene factors avoid
job dissatisfaction
Company policy &
administration
Supervision
Interpersonal relations Working conditions
Salary
Status
Security
Achievement
Achievement recognition
Work itself
Responsibility
Advancement
Growth
Salary?
Motivation factorsincrease job satisfaction
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Motivation-Hygiene
Combinations
High M Low M
High Hhigh motivationfew complaints
low motivationfew complaints
Low Hhigh motivation
many complaintslow motivation
many complaints
(Motivation = M, Hygiene = H)
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Motivation
(Continued)
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Process Theories of Motivation
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Vrooms Expectancy Theory of
Motivation: Key Constructs
Valence - value or importance placed on a
particular reward
Instrumentality - belief that performance is related
to rewards
Expectancy - belief that effort leads toperformance
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Expectancy Model of Motivation
Performance
(Instrumentality)
Reward
(Valence)
EffortEffort
(Expectancy)
Perceived effort
performance
probability
Perceived
value of reward
Perceived
performance
reward probability
If I work hard,
will I get the job
done?
What rewards
will I get when
the job is well
done?
What rewards
do I value?
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Assumptions Underlying
Expectancy Theory: 3 Causes ofMotivational 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
http://www.nceo.org/ -
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Putting Expectancy Theory
Together
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The Process Theories
of Work Motivation(Continued)
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Adamss Theory of Inequity
Inequity - the situation in which a person
perceives he or she is receiving less thanhe or she is giving, or is giving less than he
or she is receiving
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Motivational Theory
of Social Exchange
Equity Outcomes = OutcomesInputs Inputs
Negative Outcomes < Outcomes
Inequity Inputs Inputs
Positive Outcomes > Outcomes
Inequity Inputs Inputs
Person Comparison
other
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Strategies for
Resolution of Inequity
Alter the persons outcomes
Alter the persons inputs
Alter the comparison others outputs
Alter the comparison others inputs
Change who is used as a comparison other
Rationalize the inequity Leave the organizational situation
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New Perspectives
on Equity TheoryEquity Sensitive
I prefer an equity ratio
equal to that of mycomparison other
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New Perspectives
on Equity Theory
Benevolent I am comfortable withan equity ratio less
than that of mycomparison other
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New Perspectives
on Equity TheoryEntitled
I am comfortable with
an equity ratio greater
than that of mycomparison other
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Equity Theory and Justice
Equity Theory Involves a Perception ofDistributive Justice
Distributive Justice
Perceived fairness in the distribution of outcomes.
Procedural Justice
Perceived fairness of the procedures used to make
decisions about the distribution of outcomes (NOT
distribution of outcomes)
Greenberg 2008 SIOP Conference
Procedural justice can substitute for distributive
justice
One t e of ustice is not necessaril more
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Perception and Attribution
Fundamental attribution error and self serving bias
(more when we talk about optimism)
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Questions