lbsim_motivation1_inppt_07.pptx

Organizational Behavior Updated Eighteenth Edition, Global Edition Chapter 7 Motivation Concepts Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Describe the Three Key E...

Organizational Behavior Updated Eighteenth Edition, Global Edition Chapter 7 Motivation Concepts Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Describe the Three Key Elements of Motivation (1 of 2) Motivation is the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal. The level of motivation varies both between individuals and within individuals at different times. Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Describe the Three Key Elements of Motivation (2 of 2) The three key elements of motivation are: 1. Intensity: concerned with how hard a person tries. 2. Direction: the orientation that benefits the organization. 3. Persistence: a measure of how long a person can maintain his/her effort. Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Compare the Early Theories of Motivation (1 of 7) Exhibit 7-1 Maslow’s Hierarchy of Needs Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Compare the Early Theories of Motivation (2 of 7) Maslow’s need theory has received wide recognition, particularly among practicing managers. – It is intuitively logical and easy to understand and some research has validated it. – However, most research does not, and it hasn’t been frequently researched since the 1960s. Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Compare the Early Theories of Motivation (3 of 7) Exhibit 7-2 Comparison of Satisfiers and Dissatisfiers Source: Based on Harvard Business Review, “Comparison of Satisfiers and Dissatisfiers,” An exhibit from One More Time: How Do You Motivate Employees? by Frederick Herzberg, January 2003. Copyright © 2003 by the Harvard Business School Publishing Corporation. All rights reserved. Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Compare the Early Theories of Motivation (4 of 7) Exhibit 7-3 Contrasting View of Satisfaction and Dissatisfaction Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Compare the Early Theories of Motivation (5 of 7) Criticisms of Herzberg’s theory: – Limited because it relies on self-reports. – Reliability of methodology is questioned. – No overall measure of satisfaction was utilized. Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Compare the Early Theories of Motivation (6 of 7) McClelland’s Theory of Needs – The theory focuses on three needs:  Need for achievement (nAch): drive to excel, to achieve in relation to a set of standards, to strive to succeed.  Need for power (nPow): need to make others behave in a way that they would not have behaved otherwise.  Need for affiliation (nAfl): desire for friendly and close interpersonal relationships. Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Compare the Early Theories of Motivation (7 of 7) McClelland’s theory has had the best support. – It has less practical effect than the others. – Because McClelland argued that the three needs are subconscious—we may rank high on them but not know it—measuring them is not easy. – It is more common to find situations in which managers aware of these motivational drivers label employees based on observations made over time. Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Self-Determination Theory vs. Goal-Setting Theory (1 of 9) Self-Determination Theory – People prefer to feel they have control over their actions.  Focus on the beneficial effects of intrinsic motivation and harmful effects of extrinsic motivation.  Cognitive evaluation theory - When people are paid for work, it feels less like something they want to do and more like something they have to do. Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Self-Determination Theory vs. Goal-Setting Theory (2 of 9) When extrinsic rewards are used as payoffs for performance, employees feel they are doing a good job. – Eliminating extrinsic rewards can also shift an individual’s perception of why he or she works on a task from an external to an internal explanation. Self-determination theory acknowledges that extrinsic rewards can improve even intrinsic motivation under specific circumstances. Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Self-Determination Theory vs. Goal-Setting Theory (4 of 9) What does all of this mean? – For individuals:  Choose your job for reasons other than extrinsic rewards. – For organizations:  Provide intrinsic as well as extrinsic incentives. Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Self-Determination Theory vs. Goal-Setting Theory (5 of 9) Goal-Setting Theory – Goals tell an employee what needs to be done and how much effort is needed. Evidence suggests: – Specific goals increase performance. – Difficult goals, when accepted, result in higher performance than do easy goals. – Feedback leads to higher performance than does non-feedback. Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Self-Determination Theory vs. Goal-Setting Theory (7 of 9) People differ in the way they regulate their thoughts and behaviors. – Those with a promotion focus strive for advancement and accomplishment and approach conditions that move them closer toward desired goals. – Those with a prevention focus strive to fulfill duties and obligations and avoid conditions that pull them away from desired goals. Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Self-Determination Theory vs. Goal-Setting Theory (8 of 9) Exhibit 7-4 Cascading of Objectives Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Self-Efficacy, Reinforcement, and Expectancy Theory (1 of 8) Self-efficacy theory is an individual’s belief that he or she is capable of performing a task. – Enactive mastery – Vicarious modeling – Verbal persuasion – Arousal Also known as social cognitive theory and social learning theory. Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Self-Efficacy, Reinforcement, and Expectancy Theory (3 of 8) Implications of self-efficacy theory: – The best way for a manager to use verbal persuasion is through the Pygmalion effect.  A form of self-fulfilling prophecy – believing in something can make it true. – Training programs often make use of enactive mastery by having people practice and build their skills. Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Learning-Classical conditioning (SR) Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Self-Efficacy, Reinforcement, and Expectancy Theory (4 of 8) Reinforcement theory: behavior is a function of its consequences. – Reinforcement conditions behavior. – Behavior is environmentally caused. Goal setting is a cognitive approach: an individual’s purposes direct his or her action. Operant conditioning theory (RS): people learn to behave to get something they want or to avoid something they don’t want. – B.F. Skinner’s behaviorism. Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Self-Efficacy, Reinforcement, and Expectancy Theory (5 of 8) Social-learning theory: we can learn through both observation and direct experience. Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Self-Efficacy, Reinforcement, and Expectancy Theory (6 of 8) Expectancy theory: a tendency to act in a certain way depends on an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. Three relationships: – Effort-performance relationship – Performance-reward relationship – Rewards-personal goals relationship Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Self-Efficacy, Reinforcement, and Expectancy Theory (7 of 8) Exhibit 7-6 Expectancy Theory Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Self-Efficacy, Reinforcement, and Expectancy Theory (8 of 8) Expectancy theory helps explain why a lot of workers aren’t motivated and do only the minimum. Three questions employees need to answer in the affirmative if their motivation is to be maximized: – If I give maximum effort, will it be recognized in my performance appraisal? – If I get a good performance appraisal, will it lead to organizational rewards? – If I’m rewarded, are the rewards attractive to me? Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Forms of Organizational Justice (1 of 5) Exhibit 7-7 Equity Theory Ratio Comparisons* Perception Inequity due to being underrewarded Equity Inequity due to being overrewarded *Where represents the employee and represents relevant others Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Forms of Organizational Justice (2 of 5) When employees perceive an inequity, they can be predicted to make one of six choices: – Change inputs. – Change outcomes. – Distort perceptions of self. – Distort perceptions of others. – Choose a different referent. – Leave the field. Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Forms of Organizational Justice (3 of 5) Exhibit 7-8 Model of Organizational Justice Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Forms of Organizational Justice (4 of 5) Justice Outcomes – All the types of justice discussed have been linked to higher levels of task performance and citizenship. – Third-party, or observer, reactions to injustice can be substantial. Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Implications of Job Engagement for Management (1 of 3) Job engagement: the investment of an employee’s physical, cognitive, and emotional energies into job performance. – Gallup organization: more engaged employees in successful organizations than in average organizations. – Academic studies: job engagement is positively associated with performance and citizenship behaviors. Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Implications of Job Engagement for Management (2 of 3) What makes people more engaged in their job? – The degree to which an employee believes it is meaningful to engage in work. – A match between the individual’s values and the organization’s. – Leadership behaviors that inspire workers to a greater sense of mission. Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Implications for Managers (1 of 2) Make sure extrinsic rewards for employees are not viewed as coercive, but instead provide information about competence and relatedness. Either set or inspire your employees to set specific, difficult goals and provide quality, developmental feedback on their progress toward those goals. Try to align or tie in employee goals to the goals of your organization. Model the types of behaviors you would like to see performed by your employees. Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Implications for Managers (2 of 2) Expectancy theory offers a powerful explanation of performance variables such as employee productivity, absenteeism, and turnover. When making decisions regarding resources in your organization, make sure to consider how the resources are being distributed (and who’s impacted), the fairness of the decision, along with whether your actions demonstrate that you respect those involved. Copyright © 2022 Pearson Education Ltd. All Rights Reserved.