Motivation Concepts PDF

Chapter SIX Motivation Concepts © 2007 Prentice Hall Inc. All rights reserved.  What Is Motivation? Direction Intensity Persistence © 2007 Prentice Hall Inc. All rights...

Chapter SIX Motivation Concepts © 2007 Prentice Hall Inc. All rights reserved.  What Is Motivation? Direction Intensity Persistence © 2007 Prentice Hall Inc. All rights reserved.  What What is is Motivation? Motivation? Motivation The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal. Key KeyElements Elements 1. 1. Intensity: Intensity:how howhard hardaaperson persontries tries 2. 2. Direction: Direction:toward towardbeneficial beneficialgoal goal 3. 3. Persistence: Persistence:how howlong longaaperson persontries tries © 2007 Prentice Hall Inc. All rights reserved.  Hierarchy Hierarchy of of Needs Needs Theory Theory (Maslow) (Maslow) Hierarchy of Needs Theory There is a hierarchy of five needs—physiological, safety, social, esteem, and self- actualization; as each need is substantially satisfied, the next need becomes dominant. Self-Actualization The drive to become what one is capable of becoming. © 2007 Prentice Hall Inc. All rights reserved.  Maslow’s Maslow’s Hierarchy Hierarchy of of Needs Needs Lower-Order Needs Higher-Order Needs Needs that are satisfied Needs that are satisfied externally; physiological internally; social, esteem, and safety needs. and self-actualization Self actualization needs. Self- Esteem Social Safety Physiological E X H I B I T 6–1 E X H I B I T 6–1 © 2007 Prentice Hall Inc. All rights reserved.  Assumptions Assumptions of of Maslow’s Maslow’s Hierarchy Hierarchy Movement up the Pyramid Individuals cannot move to the next higher level until all needs at the current (lower) level are satisfied. Individuals Maslow MaslowApplication: Application: therefore must AAhomeless homelessperson person move up the hierarchy in order will willnot notbe bemotivated motivatedto to meditate! meditate! © 2007 Prentice Hall Inc. All rights reserved.  Having Little Ambition Theory X Disliking Work Managers See Workers As… Avoiding Responsibility Self-Directed Theory Y Enjoying Work Managers See Workers As… Accepting Responsibility © 2007 Prentice Hall Inc. All rights reserved.  Herzberg’s Herzberg’s Two-Factor Two-Factor Theory Theory Bottom Line: Satisfaction and Dissatisfaction are not Opposite Ends of the Same Thing! Hygiene Factors: Separate constructs Motivators: – Hygiene Factors---Extrinsic Salary & Related to Achievement Dissatisfaction Work Responsibility Conditions – Motivation Factors--- Growth Intrinsic and Related to Company Satisfaction Policies © 2007 Prentice Hall Inc. All rights reserved.  Comparison ComparisonofofSatisfiers Satisfiers and andDissatisfiers Dissatisfiers Factors characterizing events on the job that led to extreme job dissatisfaction Factors characterizing events on the job that led to extreme job satisfaction Source: Reprinted by permission of Harvard Business Review. An exhibit from One More Time: How Do You Motivate Employees? by Frederick Herzberg, September–October 1987. Copyright E X H I B I T 6–2 E X H I B I T 6–2 © 1987 by the President and Fellows of Harvard College: All rights reserved. © 2007 Prentice Hall Inc. All rights reserved.  Contrasting ContrastingViews Viewsof ofSatisfaction Satisfactionand andDissatisfaction Dissatisfaction E X H I B I T 6–3 E X H I B I T 6–3 © 2007 Prentice Hall Inc. All rights reserved.  David David McClelland’s McClelland’s Theory Theory of of Needs Needs Need for Achievement Need for Affiliation The drive to excel, to The desire for achieve in relation to a set friendly and close of standards, to strive to personal succeed. relationships. Need for Power Bottom Line: Individuals have The need to make others behave in a way that different levels of they would not have needs in each of these behaved otherwise. areas, and those levels will drive their behavior © 2007 Prentice Hall Inc. All rights reserved.  Matching Matching High High Achievers Achievers and and Jobs Jobs E X H I B I T 6–4 E X H I B I T 6–4 © 2007 Prentice Hall Inc. All rights reserved.  Cognitive Cognitive Evaluation Evaluation Theory Theory Cognitive Evaluation Theory Providing an extrinsic reward for behavior that had been previously only intrinsically rewarding tends to decrease the overall level of motivation. The theory may only be relevantHint: to For this theory, jobs that are neither extremelythink about how fun it dull nor extremely interesting.is to read in the summer, but once reading is assigned to you for a grade, you don’t want to do it! © 2007 Prentice Hall Inc. All rights reserved. What WhatWould WouldHerzberg HerzbergSay? Say?What WhatWould WouldMaslow MaslowSay? Say? E X H I B I T 6–5 E X H I B I T 6–5 © 2007 Prentice Hall Inc. All rights reserved.  Self-Efficacy Self-Efficacy An individual’s feeling that s/he can complete a task (e.g. “I know I can!”) Enhances probability that goals will be achieved Not to be confused with: Self Esteem, which is…. Individuals’ degree of liking or disliking themselves. © 2007 Prentice Hall Inc. All rights reserved.  Self-Efficacy Self-Efficacy and and Goal Goal Setting Setting © 2007 Prentice Hall Inc. All rights reserved.  Four Four Ways Ways of of Increasing Increasing Self Self Efficacy Efficacy (Bandura) (Bandura) 1. Enactive Mastery 2. Vicarious Modeling 3. Verbal Persuasion 4. Arousal Note: Basic Premise/Mechanism of Pygmalion and Galatea Effects © 2007 Prentice Hall Inc. All rights reserved.  Reinforcement Reinforcement Theory Theory Argues that behavior is a function of its consequences. Assumptions: Assumptions: Behavior Behavioris isenvironmentally environmentallycaused. caused. Behavior Behaviorcan canbe bemodified modified(reinforced) (reinforced)by by providing providing(controlling) (controlling)consequences. consequences. Reinforced Reinforcedbehavior behaviortends tendsto tobe berepeated. repeated. © 2007 Prentice Hall Inc. All rights reserved.  Equity Equity Theory Theory Equity Theory Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities. Referent Referent Comparisons: Comparisons: Self-inside Self-inside Self-outside Self-outside Other-inside Other-inside Other-outside Other-outside © 2007 Prentice Hall Inc. All rights reserved.  Equity Equity Theory Theory (cont’d) (cont’d) E X H I B I T 6–8 E X H I B I T 6–8 © 2007 Prentice Hall Inc. All rights reserved.  Equity Equity Theory Theory (cont’d) (cont’d) Choices Choicesfor fordealing dealingwith withinequity: inequity: 1. 1. Change Changeinputs inputs(slack (slackoff) off) 2. 2. Change Changeoutcomes outcomes(increase (increaseoutput) output) 3. 3. Distort/change Distort/changeperceptions perceptionsof ofself self 4. 4. Distort/change Distort/changeperceptions perceptionsofofothers others 5. 5. Choose Chooseaadifferent differentreferent referentperson person 6. 6. Leave Leavethe thefield field(quit (quitthe thejob) job) © 2007 Prentice Hall Inc. All rights reserved.  Justice Justice and and Equity Equity Theory Theory © 2007 Prentice Hall Inc. All rights reserved.  Three Three types types of of Justice Justice Distributive Justice Procedural Justice Perceived fairness of the The perceived fairness outcome (the final of the process used to distribution). determine the outcome (the final “Who got what?” distribution). “How was who gets what decided?” Interactional Justice The degree to which one is treated with dignity and respect. “Was I treated well?” © 2007 Prentice Hall Inc. All rights reserved.  Expectancy Expectancy Theory Theory Ethical Values and Behaviors of Leaders Bottom line All three links between the boxes must be intact or motivation will not occur. Thus, Individuals must feel that if they try, they can perform And If they perform, they will be rewarded And When they are rewarded, the reward will be something they care about © 2007 Prentice Hall Inc. All rights reserved.  Chapter Check-Up: Motivation Elizabeth’s boss starts out the day each morning saying, “Bet you wish you didn’t have to be here, huh?” Knowing this, which theory gives us insight as to why Elizabeth may not be motivated at work? © 2007 Prentice Hall Inc. All rights reserved.  Chapter Check-Up: Motivation Elizabeth’s boss my well be a Theory X manager, as s/he assumes employees don’t like work and/or want to be there. © 2007 Prentice Hall Inc. All rights reserved.  Chapter Check-Up: Motivation If you study really hard and only get a B on an exam, but your classmate barely studies at all and gets an A, what theory will help explain why you feel less motivated to go to class? © 2007 Prentice Hall Inc. All rights reserved.  Chapter Check-Up: Motivation What theory would say that this man, who knows he works hard and is performing well, will be motivated by a gym membership for being a high performer? © 2007 Prentice Hall Inc. All rights reserved.  Chapter Check-Up: Motivation Expectancy Theory. Would a gym membership be considered a motivator or hygiene factor, according to Herzberg? Discuss with a classmate. © 2007 Prentice Hall Inc. All rights reserved.  Thank you!! © 2007 Prentice Hall Inc. All rights reserved.