7/28/2019 4-2 Cap10 Motavion

1/26

Chapter 10 Motivation

Motivation and individual needs

Early theories of motivation

Contemporary theories of motivation

Contemporary issues in motivation

7/28/2019 4-2 Cap10 Motavion

2/26

Motivation is the willingness toexert high levels ofeffort to reach

organizational goals, conditionedby the efforts ability to satisfy someindividual need.

Need is some internal state thatmakes certain outcomes appearattractive.

7/28/2019 4-2 Cap10 Motavion

3/26

Exhibit 10-1 The Motivation Process

Unsatisfied

needTension Drives Search

behaviorSatisfied

need

Reduction

oftension

7/28/2019 4-2 Cap10 Motavion

4/26

Maslows hierarchy of needs theoryMcGregors theory X and theory Y

Herzberg motivation-hygiene theory

Early Theor ies of Motivation

7/28/2019 4-2 Cap10 Motavion

5/26

Exhibit10-2 Maslows Hierarcy of Needs

Self-

actualization

Esteem

Social

Safety

Physiological

7/28/2019 4-2 Cap10 Motavion

6/26

Theory X

Theory X offered by McGregor assumes

that employees dislike work, are lazy,seek to avoid responsibility, and mustbe coerced to perform. It is a negative

view about people.

7/28/2019 4-2 Cap10 Motavion

7/26

A manager who view employees from a Theory X

perspective believes:

Employees inherently dislike workand, wheneverpossible, will attempt to avoid it.

Because employees dislike work, they must becoerced, controlled, or threatened with punishmentto achieve desired goals.

Employees will shirk responsibilities and seekformal direction whenever possible.

Most works place security above all other factorsassociated with work and will display little ambition.

7/28/2019 4-2 Cap10 Motavion

8/26

Theory Y

Theory Y assumes that employees are

creative, seek responsibility, and canexercise self-direction. It is a positiveview about people.

7/28/2019 4-2 Cap10 Motavion

9/26

A manager who view employees from a

Theory Y perspective believes:

Employees can view work as being as naturalas rest or play

Men and women will exercise self-directionand self-control if they are committed to theobjectives

The average person can learn to accept, evenseek, responsibility

The ability to make good decisions widelydispersed throughout the population and is

not necessarily the sole province of managers.

7/28/2019 4-2 Cap10 Motavion

10/26

Herzberg Motivation-hygiene Theory

Motivation-hygiene Theory assumesthat intrinsic factors are related to jobsatisfaction and extrinsic factors arerelated to job dissatisfaction.

7/28/2019 4-2 Cap10 Motavion

11/26

Exhibit 10-4 Herzberg Motivation-hygiene Theory

Achievement

Recognition

Work itself

ResponsibilityAdvancement

Growth

SupervisionCompany policy

Relationship with supervisor

Working conditions

Salary

Relationship with peersPersonal life

Relationship with subordinates

Status

Security

Motivators Hygiene factors

Extremely

SatisfiedNeutral

Extremely

Dissatisfied

7/28/2019 4-2 Cap10 Motavion

12/26

Exhibit 10-5 contrasting views of satisfaction-dissatisfaction

Traditional view

Satisfaction Dissatisfaction

Motivators

Satisfaction No satisfaction

Hygiene factors

No dissatisfaction Dissatisfaction

Herzbergs View

7/28/2019 4-2 Cap10 Motavion

13/26

Contemporary Theories of Motivation

McClellands three-need theory

Equity theoryJob characteristics model(JCM)

Expectancy theory

Integrating theories of motivation

7/28/2019 4-2 Cap10 Motavion

14/26

Three-needs theory recognizes

that the need for achievement,power, and affiliation are majormotives in work.

7/28/2019 4-2 Cap10 Motavion

15/26

Need for achievement: The drive toexcel, to achieve in relation to a set ofstandards, to strive to succeed.

Need for power: The need to makeothers behave in a way that they wouldnot have behaved otherwise.

Need for affiliation: The desire forfriendly and close interpersonalrelationships.

7/28/2019 4-2 Cap10 Motavion

16/26

Exhibit 10-6 Equity Theory Relationship

Perceived ratio comparison Employees assessment

I nputsB

OutcomesB

I nputsA

OutcomesA

I nputsB

OutcomesB

I nputsA

OutcomesA

I nputsB

OutcomesB

I nputsA

OutcomesA Inequity (underrewarded)

Equity

Inequity(overrewarded)

*Person A is the employee, and Person B is a relevant other or referent.

7/28/2019 4-2 Cap10 Motavion

17/26

Equity Theory Propositions

If paid according to time, overrewardedemployees will produce more thanequitably paid employees.

If paid according to quantity ofproduction, overrewarded employees will

produce fewer but higher-quality unitsthan equitably paid employees.

7/28/2019 4-2 Cap10 Motavion

18/26

If paid according to time, underrewardedemployees will produce less or poorer-

quality output.If paid according to quantity of production,underrewarded employees will produce a

large number of low-quality units incomparison with equitably paid employees.

7/28/2019 4-2 Cap10 Motavion

19/26

JCMf ive Core Job Dimensions

Skill variety:the degree to which the jobrequires a variety of activities so the workercan use a number of different skills andtalents

Task identity:the degree to which the jobrequires completion of a whole and

identifiable piece of work.

Task significance:the degree to whichthe job affects the lives or work of other

people.

7/28/2019 4-2 Cap10 Motavion

20/26

Autonomy: the degree to which the job providesfreedom, independence, and discretion to theindividual in scheduling the work and in determiningthe procedures to be used in carrying it out.

Feedback: the degree to which carrying out the

work activities required by the job results in theindividuals obtaining direct and clear informationabout the effectiveness of his or her performance.

Motivating Potential Score(MPS)

3

cesignificantaskidentitytaskvarietyskill autonomy feedback

7/28/2019 4-2 Cap10 Motavion

21/26

Exhibit 10-7 the Job Character istics Model

Core job

dimensions

Critical

Psychological

states

Personal

and work

outcomes

High internal

work motivation

High-qualitywork performance

High-satisfaction

with the work

Low absenteeismand turnover

Skill variety

Task identity

Task significant

Experienced

Meaningfulness of

the work

Autonomy

Experienced

responsibility for

outcomes of the work

Feedback

Knowledge of the

actual results of thework activities

Employee growth-need

strength

7/28/2019 4-2 Cap10 Motavion

22/26

Expectancy theory states that anindividual tends to act in a certain wayon the basis of the expectation that theact will be followed by a given outcomeand the attractiveness of that outcome

to the individual.

7/28/2019 4-2 Cap10 Motavion

23/26

Exhibit 10-7 Simpli f ied Expectancy Theory

A

B

C

=Effort-performance linkage

=Performance-reward linkage

=Attractive

Individualeffort

Individualgoals

Individualperformance

Organizationalreward

A

B

C

7/28/2019 4-2 Cap10 Motavion

24/26

Exhibit10-8 I ntegrating Theories of Motivation

Individual

effort

Task

complexity

Individual

performanceOrganizational

rewards

Individual

goals

Objectiveperformance

evaluation

system

Reinforcement Dominantneeds

Equity

Comparison

BAI

O:

I

O

High nAch

Ability

Performance

Evaluation

criteria

Goals direct behavior

7/28/2019 4-2 Cap10 Motavion

25/26

Contemporary I ssues in MotivationWhat is the key to motivating a diverseworkforce?

Should employees be paid for

performance or time on the job?How can managers motivate minimum-wage employees?

Whats different in motivating professionaland technical employees?

How can flexible work options influencemotivation?(compressed workweek, flextimework, job sharing, telecommuting )

7/28/2019 4-2 Cap10 Motavion

26/26

Practices:

Explain the hierarchy of needs theory.

What are motivation factor and hygienefactor? And what do they include?How do the five core dimensions in theJCM affect on employees psychological

sates and work comes?Explain the key relationships inexpectancy theory.