Motivation Pgdm Final

8/14/2019 Motivation Pgdm Final

1/26


2/26

1. Outline the motivation

process.

2. Describe Maslows need

hierarchy.

3. Contrast Theory X and

Theory Y.4. Differentiate motivators

from hygiene factors.

5. List the characteristics

that high achievers

prefer in a job.

6. Summarize the types of

goals that increase

performance.

LE

A

R

N

ING

O

B

JEC

TIV

ES


3/26

Defining Motivation

Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries

Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries


4/26

Going Beyond the Fringe in Benefits: Especially Creative Reward

Practices

Company

Apple Computer

Publix Super Markets

Advanta Corporation

Westin Hotels

Worthington Industries

Readers Digest

Pitney Bowes

Steelcase

Delta Airlines

Reward

Stock purchase options

Partial ownership in the company

Opportunity to help train new employees

Free meals while on the job

Haircuts for $2 while at work

Fridays off during the month of May

Courses in real estate, golf, painting, photography,

and cake decorating

Access to camping facilities and equipment

Free airline travel for employees and spouses


5/26

Theory X and Theory Y (Douglas McGregor)


6/26

Need Hierarchy Theory

Physiological needs

Safety needs

Social needs

Esteem needs

Self-actualization

needs

Lower-orderneeds

Higher-orderneeds


7/26

Two-Factor Theory (Frederick Herzberg)


8/26

Comparison of

Satisfiers and

Dissatisfiers

Factors characterizing eventson the job that led to extreme

job dissatisfaction

Factors characterizing events

on the job that led to extremejob satisfaction


9/26

Overview of Expectancy Theory

Effort

Expectancy InstrumentalityValence of

reward

Performance Reward

MOTIVATIONRole perceptionsand opportunities

Abilitiesand traits

JOBPERFORMANCE

X X


10/26

Equity Theory: A Summary and Example

INEQUITABLE RELATIONSHIPAndy isoverpaid

compared to Bill

Bill isunderpaid

compared to Andy

Bills outcomes($25,000/year)Bills inputs

(40 hours/week)

Andys outcomes($30,000/year)Andys inputs(40 hour/week)

Andy feels guilty Bill feels angry

EQUITABLE RELATIONSHIP

Andys outcomes($30,000/year)Andys inputs(40 hour/week)

Andy is equitably paidcompared to Bill

Bills outcomes($30,000/year)Bills inputs

(40 hours/week)

Bill is equitably paidcompared to Andy

Bill feelssatisfied

Andy feelssatisfied


11/26

Goal-Setting Theory (Edwin Locke)


12/26

Goal Setting: Some Impressive Effects

Perc

ent a

geofMaximum

Weight

CarriedonEach

Trip

Before goal After Goal

Four-Week Periods

50

60

70

80

90

100

1 2 4 5 6 7 8 9 10 11 12Seven

Years Later

94

There was a dramaticimprovement in per-formance after a goal

was set

Performance at the goal levelwas sustained seven years after

the goal was first set

Goallevel

3


13/26

ERG Theory (Clayton Alderfer)

Core Needs

Existence: provision ofbasic materialrequirements.

Relatedness: desire forrelationships.

Growth: desire forpersonal development.

Core Needs

Existence: provision ofbasic materialrequirements.

Relatedness: desire forrelationships.

Growth: desire forpersonal development.

Concepts:

More than one need can

be operative at the sametime.

If a higher-level needcannot be fulfilled, thedesire to satisfy a lower-

level need increases.

Concepts:

More than one need can

be operative at the sametime.

If a higher-level needcannot be fulfilled, thedesire to satisfy a lower-level need increases.


14/26

David McClellands Theory of Needs

nAch

nPow

nAff


15/26

Matching Achievers and Jobs


16/26

Cognitive Evaluation Theory


17/26

Reinforcement Theory

Concepts:

Behavior is environmentally caused.

Behavior can be modified (reinforced) by

providing (controlling) consequences.Reinforced behavior tends to be repeated.

Concepts:

Behavior is environmentally caused.

Behavior can be modified (reinforced) by

providing (controlling) consequences.Reinforced behavior tends to be repeated.


18/26


19/26

Ken Thomass Model of Intrinsic Motivation

Employees are intrinsically motivated whenrewards an employee gets from work result from:

Choice the ability to freely self-select andperform task activities.

Competence the sense of accomplishmentfrom skillfully performing chosen tasks oractivities.

Meaningfulness pursuing a task that mattersin the larger scheme of things.

Progress the feeling of significantadvancement in achieving the tasks purpose.


20/26

Equity Theory

ReferentComparisons:

Self-inside

Self-outside

Other-inside

Other-outside

ReferentComparisons:

Self-inside

Self-outside

Other-inside

Other-outside


21/26

Equity Theory (contd)

E X H I B I T 6-7


22/26


Choices for dealing with inequity:

1. Change inputs (slack off)

2. Change outcomes (increase output)

3. Distort/change perceptions of self

4. Distort/change perceptions of others

5. Choose a different referent person6. Leave the field (quit the job)

Choices for dealing with inequity:

1. Change inputs (slack off)

2. Change outcomes (increase output)3. Distort/change perceptions of self

4. Distort/change perceptions of others

5. Choose a different referent person6. Leave the field (quit the job)


23/26


Propositions relating to inequitable pay:

1. Overrewarded employees produce morethan equitably rewarded employees.

2. Overrewarded employees produce less, butdo higher quality piece work.

3. Underrewarded hourly employees producelower quality work.

4. Underrewarded employees produce largerquantities of lower-quality piece work thanequitably rewarded employees

Propositions relating to inequitable pay:

1. Overrewarded employees produce morethan equitably rewarded employees.

2. Overrewarded employees produce less, butdo higher quality piece work.

3. Underrewarded hourly employees producelower quality work.

4. Underrewarded employees produce largerquantities of lower-quality piece work thanequitably rewarded employees


24/26



25/26

Expectancy Theory

E X H I B I T 6-8


26/26

Performance Dimensions

E X H I B I T 6-9

Motivation Pgdm Final

Documents

Transcript of Motivation Pgdm Final