MGM3101 Chapter 9 Motivation PDF

Motivation CHAPTER 9 Learning Objectives Explain what motivation is and why managers need to be concerned about it. Describe from the perspectives of expectancy theory and equity theory what managers should do to have a highly motivated workforce. Explain how goals and needs m...

Motivation CHAPTER 9 Learning Objectives Explain what motivation is and why managers need to be concerned about it. Describe from the perspectives of expectancy theory and equity theory what managers should do to have a highly motivated workforce. Explain how goals and needs motivate people and what kinds of goals are especially likely to result in high performance. Identify the motivation lessons that managers can learn from operant conditioning theory and social learning theory. Explain why and how managers can use pay as a major motivation tool.  The Nature of Motivation Motivation The psychological forces that determine the direction of a person’s behavior in an organization, a person’s level of effort, and a person’s level of persistence in the face of obstacle. Direction Possible behaviors an individual could engage in. Effort How hard an individual will work. Persistenc e Whether an individual will keep trying or give up.  The Nature of Motivation Intrinsically Motivated Behavior Behavior that is performed for its own sake. Extrinsically Motivated Behavior Behavior that is performed to acquire material or social rewards or to avoid punishment. Prosocially Motivated behavior Behavior performed to benefit or help others.  Factors for Intrinsic or Extrinsic Motivation Workers own personal characrteristics Their personalities, abilities, values, attitudes and need The nature of their jobs Whether they have been enriched or whether they on on the five core characteristics model. The nature of organization Structure, culture, control systems, HR system and rewarding system The Nature of Motivation Outcome Input Anything a person gets from Anything a person contributes a job or an organization. to their organization. Pay, job security, autonomy, Time, effort, skills, knowledge, accomplishment. work behaviors. Managers use outcomes to motivate people to contribute their inputs to the organization The Nature of Motivation Access the text alternative for slide images.  Expectancy Theory The theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes. Expectancy, Instrumentality, and Valence Access the text alternative for slide images.  Expectancy Theory Expectancy A perception about the extent to which effort will result in a certain level of performance. Instrumentality A perception about the extent to which performance results in the attainment of outcomes. Valence How desirable each of the available outcomes from a job or organization is to a person. Expectancy Theory Access the text alternative for slide images.  Need Theories Need Need Theories Theories of motivation that A requirement or necessity focus on what needs people for survival and well-being. are trying to satisfy at work and what outcomes will satisfy those needs.  Maslow’s Hierarchy of Level Needs Needs Description Examples of How Managers Can Help People Satisfy These Needs at Work Self- Giving people the opportunity to use their Highest-level The needs to realize one’s full actualization skills and abilities to the fullest extent needs. potential as a human being. needs. possible. The needs to feel good about Next to highest- oneself and one’s capabilities, to be Granting promotions and recognizing Esteem needs. level needs. respected by others, and to receive accomplishments. recognition and appreciation. Promoting good interpersonal relations Medium-level Belongingness Needs to social interaction, and organizing social functions such as needs. needs. friendship, affection, and love. company picnics and holiday parties. Next to lowest- Needs for security, stability, and a Providing job security, adequate medical Safety needs. level needs. safe environment. benefits, and safe working conditions. Lowest-level needs Basic needs for things such as food, Providing a level of pay that enables a Physiological (most basic or water, and shelter that must be met person to buy food and clothing and have needs. compelling). in order for a person to survive. adequate housing. Herzberg’s Motivation- Hygiene Theory A need theory that distinguishes between motivator needs (related to the nature of the work itself) and hygiene needs (related to the physical and psychological context in which the work is performed) and proposes that motivator needs must be met for motivation and job satisfaction to be high. Motivator needs relate to the nature of the work itself and how challenging it is. Hygiene needs are related to the physical and psychological context in which the work is performed.  McClelland’s Needs for Achievement, Affiliation, and Power Need for Achievement A strong desire to perform challenging tasks well and meet personal standards for excellence. Need for Affiliation Extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around them get along with each other. Need for Power Extent to which an individual desires to control or influence others. Equity Theory A theory of motivation that focuses on people’s perceptions of the fairness of their work outcomes relative to their work inputs. Equity: Justice, impartiality, and fairness to which all organizational members are entitled. Inequity: Lack of fairness. Underpayment Inequity: Exists when a person perceives that his or her own outcome–input ratio is less than the ratio of a referent. Overpayment Inequity: Exists when a person perceives that his own outcome–input ratio is greater than the ratio of a referent.  Equity Theory Condition Person Referent Example An engineer perce inputs (time and eff Equity Outcomes ÷ Inputs = Outcomes ÷ Inputs proportionally more and choice job ass An engineer perce Underpayment inequity Outcomes ÷ Inputs < Outcomes ÷ Inputs inputs but receives referent.  Equity and Justice in Organizations Distributive Justice A person’s perception of the fairness of the distribution of outcomes in an organization. Procedural Justice A person’s perception of the fairness of the procedures that are used to determine how to distribute outcomes in an organization.  Equity and Justice in Organizations Interpersonal Justice A person’s perception of the fairness of the interpersonal treatment he or she receives from whoever distributes outcomes to them. Informational Justice A person’s perception of the extent to which their manager provides explanations for decisions and the procedures used to arrive at them. Goal-Setting Theory Focuses on identifying the types of goals that are most effective in producing high levels of motivation and performance and explaining why goals have these effects. To stimulate high motivation goals must be specific and difficult Difficult goals cause people to put forth high levels of effort and more persistent Difficult goals helping people focus their input in the right direction, what should be focusing their attention on.  Learning Theories PAGE 11 Learning Theories Theories that focus on increasing employee motivation and performance by linking the outcomes that employees receive to the performance of desired Operant Conditioning Theory behaviors and the attainment of goals. People learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences. Learning A relatively permanent change in person’s knowledge Social Learning Theory or behavior that results from practice or experience. A theory that takes into account how learning and motivation are influenced by people’s thoughts and beliefs and their observations of other people’s behavior.  Operant Conditioning Theory Positive Negative Reinforceme Reinforceme Giving peoplent outcomes they Eliminating ntundesired desire when they perform outcomes when people organizationally functional perform organizationally behaviors. functional behaviors.  Operant Conditioning Theory Identifying the right behavior for reinforcement Extinction Punishment Curtailing the performance of Administering an undesired or a dysfunctional behavior by negative consequence when eliminating whatever is dysfunctional behavior reinforcing them. occurs. Social Learning Theory Vicarious Learning Learning that occurs when a learner is motivated to perform a behavior by watching another person perform and be reinforced for doing so. Also called observational learning. To promote vicarious learning, managers should strive to have the learner meet the following conditions: The learner observes the model performing the behavior. The learner accurately perceives the model’s behavior. The learner remembers the behavior. The learner has the skills and abilities needed to perform the behavior. The learner sees or knows that the model is positively reinforced for the behavior. Social Learning Theory Self-Reinforcer Any desired or attractive outcome or award that a person can give themselves or for good performance. Self-Efficacy A person’s belief about their ability to perform a behavior successfully.  Pay and Motivation Pay as a Motivator Expectancy: Instrumentality, the association between performance and outcomes (such as pay), must be high for motivation to be high. Need Theory: Pay is used to satisfy many needs. Equity Theory: Pay is given in relation to inputs. Goal-Setting Theory: Pay is linked to attainment of goals. Learning Theory: Outcomes (pay), is distributed upon performance of functional behaviors.  Pay and Motivation Merit Pay Plan A compensation plan that bases pay on performance. Employee Stock Option A financial instrument that entitles the bearer to buy shares of an organization’s stock at a certain price during a certain period of time or under certain conditions.  Examples of Merit Pay Piece-Rate Pay Plans Employee’s pay is based on the number of units that the employee produces. Commission Pay Employee’s pay is based on a percentage of sales that the employee makes. Scanlon Plan: Focuses on reducing expenses or cutting costs. Profit Sharing A share of an organization’s profits. Accessibility Content: Text Alternatives for Images  The Motivation Equation – Text Alternative Graphic shows a three-column chart. The first column lists type of inputs from organizational members, the second column defines performance, and the third column lists types of outcomes received by organizational members. Inputs from organizational members include time, effort, education, experience, skills, knowledge, and work behaviors. Performance contributes to organizational efficiency, organizational effectiveness, and the attainment of organizational goals. Outcomes received by organizational members include pay, job security, benefits, vacation time, job satisfaction, autonomy, responsibility, a feeling of accomplishment, the pleasure of doing interesting work, and the improving the lives or well-being of others. Return to parent-slide containing images. © McGraw Hill LLC. 44  Expectancy, Instrumentality, and Valence – Text Alternative A flow chart describes how expectancy links effort (an important input) to performance, how instrumentality links performance to outcomes, and how outcomes involve valence. It also defines expectancy as a person’s perception about the extent to which their effort will result in a certain level of performance, instrumentality as a person’s perception about the extent to which a performance at a certain level will result in the attainment of outcomes, and valence as how desirable each of the outcomes available from a job or organization is to a person. Return to parent-slide containing images. 45 © McGraw Hill LLC.  Expectancy Theory 2 – Text Alternative High motivation occurs when expectancy is high. People perceive that if they try hard, they can perform at a high level. And high motivation occurs when instrumentality is high. People perceive that high performance leads to the receipt of certain outcomes. And, finally, high motivation will occur when valence is high. People desire the outcomes that result from high performance. Return to parent-slide containing images. 46 © McGraw Hill LLC.