Motivation Lecture Presentation

8/9/2019 Motivation Lecture Presentation

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MotivationAdapted from

Hitt, Black and Porter (2007)

ch. 12


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What is Motivation?y Motivation

y Set of forces

y Energize behavior

y Direct behavior

y Sustain behavior

External and internalforces


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Sources of Motivation

Needs

y Forsecurityy Forself-esteem

y For achievement

y For power

Attitudesy About self

y About job

y

Abou

tsu

pe

rv

isor

y About organization

Goalsy Taskcompletion

y Performancelevel

y Career advancement

Adapted from Exhibit 12.1: Key Variables that Influence Motivation

INTERNAL

(PUSH FORCES)

EXTERNAL

(PULL FORCES)

Characteristics of

THE INDIVIDUAL

(examples)

Characteristics of

THE JOB

Characteristics of

THE WORK SITUATION

(examples) (examples)

Feedback

Amount Timing

Work load

Tasks

Variety

Scope

Discretion

How job is performed

Immediate Social

Environment Supervisor(s)

Workgroup members

Subordinates

Organizational actions

Rewards &compensation

Availability of training

Pressure for high levelsof output


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How different variables cancombine to influence theamount of effort put forth by

employees.

Motivation Theories

y Personal needs that workersattempt to satisfy.

y Features in the workenvironment that satisfy aworkers needs.

Adapted from Exhibit 12.2: Motivation Theories

Content Theories Process Theories

Focus

Theories Equity Theory

Expectancy Theory

Goal Setting Theory

Maslows Need Hierarchy

Alderfers Needs Hierarchy

Herzbergs Two-FactorTheory


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Content Theories of Motivationy Internal factors

y Needs

y Motives

y External factorsy Job

y Work situation


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Content Theories of Motivationy Five needs arranged in a hierarchy of strength

and influence

Need Hierarchy

Satisf st asic s first

t t t l l f s aft r r c is is satisfi

P si l ical Securit (safet )

Social ( elongingness)

Esteem

Self-actualization


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Content Theories of Motivationy Three classifications of needs (Alderfer)

y Existence

y

Relatednessy Growth

y Different levels of the needs can be active at the sametime

y Person may stay at one level, if frustrated by trying toattain the next higher level

ERG Theory


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Maslows and Alderfers Needs

TheoriesHighest-order

needs

Most essentialneeds

Maslows Need

Hierarchy Categories

Alderfers Needs

Hierarchy Categories

Self-actualization

Esteem

Belongingness

Safety

Physiological

Growth

Relatedness

Existence

Adapted from Exhibit 12.3: Maslows and Alderfers Needs Hierarchies Categories


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Content Theories of Motivationy Motivators

y Can increase job satisfactiony Factors related to doing the job (work itself,

responsibility, personal growth, sense of achievement,recognition)

y Hygiene factorsy Can prevent dissatisfaction, but cannot increase

satisfactiony Factors extrinsic to or surrounding the job (supervision,

relations with co-workers, working conditions,company policies and practices)

Two-Factor Theory


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Motivators and Hygiene Factors

Adapted from Exhibit 12.4: Herzbergs Two-Factor Theory: Motivators and Hygiene Factors

Recognition

Achievement Growth

Responsibility

Nature

of the

work

Motivators:

Factors directly

related to doing

a job

Hygiene Factors:

Elements associated

with conditions

surrounding the job

Job

Relations with

co-workers

Working

conditions

BenefitsCompensation

Supervision


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Effects of Hygiene Factors and

Motivators

Adapted from Exhibit 12.5: Herzbergs Two-Factor Theory: Differential Effects of Hygiene Factors and Motivators

Hygiene-FactorsExtrinsic factors

related to conditions

surrounding the job:

MotivatorsIntrinsic factors

related to the doing

of the

job itself:

Neither satisfied nor dissatisfied

Hygiene factors must besatisfied first, leading to

a state of being neither

satisfied nor dissatisfied

From the state of being

neither satisfied nor

dissatisfied, motivators

can impel an employeesmotivation and

performance to higher

levels

Higher performance


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JobEnric ment

Adapted from Exhibit 12.6: Job Characteristics Model


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Core Job Characteristics

Skillvariety

Adapted from Exhibit 12.7: Core Job Characteristics in Job Characteristics Model

Core Job Definition Example

Characteristics

Task identity

Tasksignificance

The degree to which a job requires

a variety of different activities in

carrying out the work, involving the

use of a number of different skills

and talents of the person.

The aerospace engineer must be

able to create blueprints, calculate

tolerances, provide leadership to the

work group, and give presentations

to upper management.

The degree to which a job requires

completion of a whole and

identifiable piece of work, that is,

doing a job from beginning to end

with a viable outcome.

The event manager handles all the

plans for the annual executive

retreat, attends the retreat, and

receives information on its success

from the participants.

The degree to which a job has asubstantial impact on the lives of

other people, whether those people

are in the immediate organization

or in the world at large.

The finance manager devises a newbenefits plan to improve health

coverage for all employees.


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Core Job Characteristics

Autonomy

Adapted from Exhibit 12.7: Core Job Characteristics in Job Characteristics Model

The degree to which a job provides

substantial freedom, independence,

and discretion to the individual in

scheduling the work and in

determining the procedures to beused in carrying it out.

Feedbackfrom job

R&D scientists are linked via the

company intranet, allowing them to

post their ideas, ask questions, and

propose solutions at any hour of the

day, whether at the office, at home,or on the road.

The degree to which carrying out

the work activities required by the

job provides the individual with

direct and clear information about

the effectiveness of his or her

performance.

The lathe operator knows he is

cutting his pieces correctly, as very

few are rejected by the workers in

the next production area.

Source: Adapted from J. Richard Hackman and Greg R. Oldham, Work Redesign (Reading, MA: Addison-Wesley, 1980).

Core Job Definition Example

Characteristics


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Process Theories of Motivationy Deal with the way different variables combine to

influence the amount of effort people put forth

y

Equity theoryy Expectancy theory

y Goal-setting theory


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Process Theories of Motivationy Focuses on individuals comparisons of their own

circumstances to those of others

yInputs (age, experience, education, etc.)

y Outcomes (salary, benefits, titles, perks, etc.)

y Ratios of an individuals input/outcome versus thatratio of another person or people

Equity Theory


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Equity Theory

Adapted from Exhibit 12.8: Equity Theory


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Process Theories of Motivationy Focuses on the thought processes people use

when faced with choosing among alternative

courses of actiony Effort

y Performance

y Outcome

Expectancy Theory

Expectancy

Instrumentality

Valence


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E P(I believe high effort

will lead to goodperformance)

P O(I believe high performance

will lead to recognitionfrom my supervisor)

Expectancy Theory

Effort Performance

Outcome(V: I do or do not

value recognition

from my supervisor)

E = effort P = performance

O = outcome V = valence

Adapted from Exhibit 12.9: Components of Expectancy Theory

Expectancy Instrumentality


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Process Theories of Motivationy To influence employees motivation

y Identify rewards that are valued

y

Strengthen subordinates beliefs that their efforts willlead to valued rewards

y Clarify subordinates understanding of exactly wherethey should direct their efforts

y Make sure that the desired rewards under your control

are given directly following particular levels ofperformance

y Provide levels and amounts of rewards that areconsistent with a realistic level of expected rewards

Expectancy Theory


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Process Theories of Motivationy Human action is directed by conscious goals and

intentions

y

More challenging (higher or harder) goals, ifaccepted, result in higher levels of effort than easiergoals.

y Specific goals result in higher levels of effort thanvague goals.

Goal-Setting Theory


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Role ofReinforce ents and

Consequencesy Events that happen to an individual following a

particular behaviour

y

Positive consequencey Neutral consequence

y Negative consequence

y Magnitude of the consequence


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Strengthening Behavior

y Rewards that increase the likelihood of behaviourbeing repeated in the futurey Equitable

y Efficient

y Available (capable of being given)

y Not exclusive

y Visible

y Reversible

Positive Reinforcement


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Strengthening Behavior

y Undesirable consequencesthat increase the likelihood of

a behaviour being repeated inthe future need to beremoved

Negative Reinforcement


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Weakening Behavior

y Punishment

y Undesirable consequences that are given following

behaviour in order to decrease the likelihood it will berepeatedy Can have inadvertent effects of increasing other undesired

behaviour

y Extinction

y The absence of positive consequences for behaviour,lessening the likelihood of that behaviour in the future

Punishment and Extinction


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Social Influences on Motivationy Influence of the immediate

workgroupy Individual is a member of the in-

groupy Individual has strong desire to be part

of that group and to receive thatgroups approval

y I

nfluence of supervisors andsubordinates

y Influence of organizations culture

Motivation Lecture Presentation

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