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Chapter 5 Motivation Concepts

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17 views

Chapter 5 Motivation Concepts

Uploaded by

Dat Chung
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 19

Essentials of 7-1

Organizational Behavior
12e
Stephen P. Robbins & Timothy A. Judge

Chapter 6

Motivation Concepts

Copyright ©2014 Pearson Education, Inc.


After studying this chapter,
you should be able to:
1. Describe the three key elements of motivation.
2. Identify early theories of motivation and
evaluate their applicability today.
3. Contrast goal-setting theory and management
by objectives.
4. Demonstrate how organizational justice is a
refinement of equity theory.
5. Apply the key tenets of expectancy theory to
motivating employees.
7-2

Copyright ©2014 Pearson Education, Inc.


What Is Motivation?
 Motivation: The processes
that accounts for an individual’s
intensity, direction, and
persistence of effort toward
attaining a organizational goal
 Intensity – the amount of effort put
forth to meet the goal
 Direction – efforts are channeled
toward organizational goals
 Persistence – how long the effort is
maintained 7-3

Copyright ©2014 Pearson Education, Inc.


Early Theories of Motivation
Maslow’s Hierarchy of Needs
Theory
McGregor’s Theory X and
Theory Y
Herzberg’s Two-Factor
(Motivation-Hygiene) Theory
McClellan’s Theory of Needs
(Three Needs Theory)

7-4

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Maslow’s Hierarchy
of Needs Theory

7-5

Copyright ©2014 Pearson Education, Inc.


Douglas McGregor’s X & Y

Theory X Theory Y

Inherent dislike for View work as being as


work and will attempt natural as rest or play
to avoid it Will exercise self-
Must be coerced, direction and self-
controlled or control if committed to
threatened with objectives
punishment
7-6

Copyright ©2014 Pearson Education, Inc.


Herzberg’s
Two-Factor Theory
Not Dissatisfied Satisfied

Motivation Factors
• Quality of • Promotional
Hygiene Factors

supervision opportunities
• Pay • Opportunities for
• Company policies personal growth
• Physical working
• Recognition
conditions
• Relationships • Responsibility
• Job security • Achievement

7-7
Dissatisfied Not Satisfied
Copyright ©2014 Pearson Education, Inc.
McClelland's
Theory of Needs
Need for Achievement (nAch)
The drive to excel
Need for Power (nPow)
The need to make others behave in a way they
would not have behaved otherwise
Need for Affiliation (nAff)
The desire for friendly and close interpersonal
relationships
7-8

Copyright ©2014 Pearson Education, Inc.


McClelland's High Achievers
High achievers prefer jobs with:
 Personal responsibility
 Feedback
 Intermediate degree of risk
(50/50)
High achievers are not necessarily
good managers
High nPow and low nAff is
related to managerial success 7-9

Copyright ©2014 Pearson Education, Inc.


Contemporary Theories
of Motivation
Self-Determination Theory
Job Engagement
Goal-Setting Theory
 Management by Objectives

Self-Efficacy Theory
Equity Theory
Expectancy Theory 7-10

Copyright ©2014 Pearson Education, Inc.


Self-Determination Theory
Self-determination theory: People prefer to
have control over their actions so when they feel
they are forced to do something they previously
enjoyed motivation will decrease

 Cognitive evaluation theory: Proposes that the


introduction of extrinsic rewards for work (pay) that
was previously intrinsically rewarding tends to
decrease overall motivation

 Verbal rewards increase intrinsic motivation, while


tangible rewards undermine it
7-11

Copyright ©2014 Pearson Education, Inc.


Job Engagement
 Job Engagement: The
investment of an employee’s
physical, cognitive, and
emotional energies into job
performance
 In organizations where
employees are highly engaged
 Higher levels of productivity
 Fewer safety incidents
 Lower turnover 7-12

Copyright ©2014 Pearson Education, Inc.


Goal-Setting Theory
Goals increase performance when the goals are
 Specific
 Difficult, but accepted by employees
 Accompanied by feedback (especially self-generated
feedback)
Contingencies in goal-setting theory
 Goal Commitment – public goals better
 Task Characteristics – simple & familiar better
 National Culture – Western culture suits best

7-13

Copyright ©2014 Pearson Education, Inc.


Management by Objectives
(MBO)
MBO: Converts overall organizational
objectives into specific objectives for
work units and individuals
Common ingredients:
 Goal specificity
 Explicit time period
 Performance feedback
 Participation in decision making
7-14

Copyright ©2014 Pearson Education, Inc.


Self-Efficacy or
Social Learning Theory
 Self-efficacy: Individual’s belief that
he or she is capable of performing a
task
 Self-efficacy increased by:
 Enactive mastery – gain
experience
 Vicarious modeling – see
someone else do the task
 Verbal persuasion – someone
convinces you that you have the
skills
7-15
 Arousal – get energized
Copyright ©2014 Pearson Education, Inc.
Equity Theory
Equity theory: Employees weigh what they put
into a job situation (input) against what they get
from it (outcome)
They compare their input-outcome ratio with
the input-outcome ratio of relevant others

My Output Your Output


My Input Your Input
7-16

Copyright ©2014 Pearson Education, Inc.


Equity Theory and Reactions
to Inequitable Pay
Employee reactions in comparison to equitably-paid employees

Paid by:
Employees are:
Piece Time
Will produce
Will produce
Over-Rewarded fewer, but higher-
more
quality units
Produce large Produce less
Under-
number of low output or output
Rewarded
quality units of poorer quality
7-17

Copyright ©2014 Pearson Education, Inc.


Equity Theory:
Forms of Justice

7-18

Copyright ©2014 Pearson Education, Inc.


Expectancy Theory
Three key relationships:
1. Effort-performance: perceived probability that
exerting effort leads to successful performance
2. Performance-reward: the belief that successful
performance leads to desired outcome
3. Rewards-personal goals: the attractiveness of
organizational outcome (reward) to the individual

7-19

Copyright ©2014 Pearson Education, Inc.

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