1 chapters 5 & 6 motivation concepts and applications
TRANSCRIPT
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Chapters 5 & 6
Motivation Concepts and Applications
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What Is Motivation?
Motivation: A willingness to do some act, conditioned by the action’s ability to satisfy
some need for the person.
Need: A physiological or psychological deficiency that makes certain outcomes appear attractive to the person.
(Note: P = M x A)
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• Content (or Need) Theories: Attempt to tell us what motivates people.
– Maslow’s Hierarchy Theory– McGregor’s Theory X and Y– Herzberg’s Theory– McClelland’s Theory– Job Design Model
Theories of Motivation
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Theories of Motivation
• Process Theories: Attempt to tell us how motivation takes place.
– Expectancy Theory– Goal Setting Theory– Behavior Modification (Learning) Theory– Equity Theory
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Content Theories: Maslow’s Hierarchy
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Content Theories: McGregor’s X & Y
Theory X Workers• Dislike work
• Must be threatened with punishment
• Avoid responsibilities
• Seek formal direction
• Require security
• Little ambition
Theory Y Workers• View work as natural
• Self-directed
• Exercise self-control
• Accept responsibility
• Seek responsibility
• Make innovative decisions
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Content Theories: Herzberg’s Two-Factors
High HighJob Dissatisfaction Job Satisfaction0
Hygiene factors affectjob dissatisfaction
Motivator factors affectjob satisfaction
• Quality of supervision• Pay• Company policies• Physical working
conditions• Relations with others• Job security
• Promotional opportunities• Opportunities for personal
growth• Recognition• Responsibility• Achievement
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Herzberg’s Two-Factor Theory
• If managers eliminate factors creating job dissatisfaction, they may bring about “peace” but not necessarily motivation.
• If managers want to motivate, they should emphasize factors associated with the work itself (or outcomes directly derived from it).
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Content Theories: McClelland's Needs
• Need for achievement (nAch) - drive to excel
• Need for power (nPow) - need to make others behave in ways they would not otherwise
• Need for affiliation (nAff) - desire for friendly and close interpersonal relationships
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McClelland's Needs Theory
• High nAchievers: Prefer jobs with personal responsibility, feedback, intermediate risk.
• High nAchievers: Not necessarily good managers.
• nAffiliation and nPower: Are both closely related to managerial success.
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Content Theories: Job Char’s Model
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Applications of Job Char’s Model:Job Redesign & Work Scheduling
Programs
• Improve the job’s “VISAF”
• Use employee involvement & participation
• Look to job rotation
• Look to job sharing
• Consider flextime
• Consider telecommuting
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Application of Content Theories
• mastery• recognition• guidance• structure
• sense of purpose
• fairness• gratifying work• acceptance
• trust, respect• autonomy• involvement• teamwork
(Do managers have greater control over tangible or intangible rewards?)
Managers must appreciate the difference between:– Intangible (intrinsic) vs. tangible (extrinsic) needs.
Examples of Intangible (intrinsic) needs:
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Theories of Motivation
• Process Theories: Attempt to tell us how motivation takes place.
– Expectancy Theory– Goal Setting Theory– Behavior Modification (Learning) Theory– Equity Theory
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Process Theories: Expectancy
• Motivation is a process governing choice
• Assumes Perf. = (Mot. x Ability) and thatMot. = (V x I x E)
• Works well for diagnosing
• Works well for predicting discrete andimportant job choices
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The Expectancy Process
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Goal Setting Theory– Assumes conscious goals and intentions will
drive (or motivate) behavior
– Important terms:• S • M • A • R • T
Ownership of goal also critical for motivation!
– Remember Self-Efficacy
Process Theories: Goal Setting
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Motivationand Performance
The “SMART” Goal-Setting Process
Use SMART Rulesto Set Goals
Involve Employees toGain Ownershipand Commitment
Monitor andProvide Support and
Regular Feedback
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Beware of “Goals Gone Wild!”
The “dark side” of writing good SMART goals:– Higher order goal displacement:
• Short term goals, plus a high pay off, can lead to some nasty outcomes as people become myopically focused and quickly take the low road;
• Short term, high stakes goals will crowd out long term goals and work against the long term interest of the organization (for example, strong quarterly earnings goals with strong incentives/punishments, work against LR R&D investments, etc.).
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• Assumes all human behavior is shaped (or “reinforced”)by its environmental consequences
• Important terminology:– Reinforcement (both +/-): increases probability
of a behavior
– Punishment (both +/-): decreases probabilityof a behavior
• Tricky Application: When is a reward a punishment
?(Hint: What’s the role of human cognition in all this?)
(See also: Cognitive Evaluation Theory)
Process Theories: Behavior Modification (or Learning Theory)
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Using Behavior Modification and Consequences to Manage
Behavior• Focus on specific behaviors• Respond quickly• Be consistent• Use positive reinforcement• Punish sparingly• Praise publicly; punish privately
• Provide alternative behaviors
• Don’t hope for A while rewarding B (it’s called “Learning Theory” for a reason!)
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• Assumes people are motivated (in a socialcontext) to attain fairness
• Inputs, Outcomes and “comparison other”
• Inequity tension behaviors (to eliminate it)
• Behaviors to eliminate the inequity are verypredictable
Process Theories: Equity Theory
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1) Change attitudes/perceptions about inputs and/or outcomes (of self or comparison other)
2) Increase own outcomes and/or decrease inputs
3) Use different “comparison person”
4) Try to get “other” to change inputs and/or outcomes
5) Quit their job or seek to transfer
When employees perceive inequity, they will:
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In summary...• Content theories:
– Basic survival needs (i.e., food, water, etc.)– Higher level intrinsic needs (i.e., list of intangibles)
• Process theories: – Establishing clear “if-then” linkages– Establishing vague “trust-based” linkages
What about money? Does it motivate?• Of course, money matters hugely!
– But it typically does NOT “motivate” because:• It only matters up to a certain “point”• It’s rarely ever “contingent”
• Advice: Pay enough to take money “off the table,” then create a culture that motivates through higher levels of intrinsic needs (like mastery, autonomy, purpose, etc.)
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So, why do so many managers often failat properly motivating their employees?
1. They are usually guilty of “projection” (Note to Self: People will always commit
themselves for “their” reasons, not mine!)
2. They assume “one-size-fits-all”
3. They don’t appreciate the difference between tangible vs. intangible rewards
4. They don’t appreciate the difference between features and benefits
Putting it all together . . .
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To motivate your people, you should know....
• Their tangible needs• Their intangible needs• Their skills and abilities• Their background and experience• The tasks they like and dislike• Their job and career goals• Their personal goals and ambitions