powerpoint presentation to accompany management, 9/e john r. schermerhorn, jr

PowerPoint Presentation to Accompany

Management, 9/eJohn R. Schermerhorn, Jr.

Prepared by: Jim LoPresti University of Colorado, Boulder

Published by: John Wiley & Sons, Inc.

Chapter 14: Motivation – Theory and Practice

Management 9/e - Chapter 14 2

Study Question 1: How do individual needs influence motivation?

Motivation and individual needs Motivation—the forces within the individual that

account for the level, direction, and persistence of effort expended at work.

Needs Unfulfilled physiological and psychological desires of

an individual. Explain workplace behavior and attitudes. Create tensions that influence attitudes and behavior. Good managers and leaders facilitate employee need

satisfaction.

Management 9/e - Chapter 14 3

Study Question 2: What are the different types of individual needs?

Hierarchy of needs theory Developed by Abraham Maslow. Lower-order and higher-order needs affect

workplace behavior and attitudes. Lower-order needs:

Physiological, safety, and social needs. Desires for physical and social well being.

Higher-order needs: Esteem and self-actualization needs. Desire for psychological growth and

development.

Management 9/e - Chapter 14 4

Study Question 2: What are the different types of individual needs?

Hierarchy of needs theory Deficit principle

A satisfied need is not a motivator of

behavior.

Progression principle A need at one level does not become

activated until the next lower-level need

is satisfied.

Management 9/e - Chapter 14 5

Figure 14.1 Opportunities for satisfaction in Maslow’s hierarchy of human needs.

Management 9/e - Chapter 14 6

Study Question 1: How do individual needs influence motivation?

Acquired needs theory Developed by David McClelland. People acquire needs through their life

experiences. Needs that are acquired:

Need for Achievement (nAch) Need for Power (nPower) Need for Affiliation (nAff)

Management 9/e - Chapter 14 7

Study Question 1: How do individual needs influence motivation?

Acquired needs theory Need for Achievement (nAch)

Desire to do something better or more efficiently, to solve problems, or to master complex tasks.

People high in (nAch) prefer work that: Involves individual responsibility for

results. Involves achievable but challenging goals. Provides feedback on performance.

Management 9/e - Chapter 14 8

Study Question 1: How do individual needs influence motivation?

Acquired needs theory Need for Power (nPower)

Desire to control other persons, to influence their behavior, or to be responsible for other people.

Personal power versus social power. People high in (nPower) prefer work

that: Involves control over other persons. Has an impact on people and events. Brings public recognition and attention.

Management 9/e - Chapter 14 9

Study Question 1: How do individual needs influence motivation?

Acquired needs theory Need for Affiliation (nAff)

Desire to establish and maintain friendly and warm relations with other persons.

People high in (nAff) prefer work that: Involves interpersonal relationships. Provides for companionship Brings social approval.

Management 9/e - Chapter 14 10

Study Question 2: What are the process theories of motivation?

Process theories of motivation … How people make choices to work hard or not. Choices are based on:

Individual preferences. Available rewards. Possible work outcomes.

Types of process theories: Equity theory. Expectancy theory. Goal-setting theory.

Management 9/e - Chapter 14 11

Study Question 2: What are the process theories of motivation?

Equity theory Developed by J. Stacy Adams. When people believe that they have

been treated unfairly in comparison to others, they try to eliminate the discomfort and restore a perceived sense of equity to the situation.

Perceived inequity. Perceived equity.

Management 9/e - Chapter 14 12

Study Question 2: What are the process theories of motivation?

Equity theory People respond to perceived negative

inequity by changing … Work inputs. Rewards received. Comparison points. Situation.

Management 9/e - Chapter 14 13

Study Question 2: What are the process theories of motivation?

Managerial implications of equity theory— Underpaid people experience anger. Overpaid people experience guilt. Perceptions of rewards determine motivational

outcomes. Negative consequences of equity comparisons

should be minimized, if not eliminated. Do not underestimate the impact of pay as a

source of equity controversies in the workplace. Gender equity. Comparable worth.

Management 9/e - Chapter 14 14

Study Question 2: What are the process theories of motivation?

Expectancy theory Developed by Victor Vroom. Key expectancy theory variables:

Expectancy — belief that working hard will result in desired level of performance.

Instrumentality — belief that successful performance will be followed by rewards.

Valence — value a person assigns to rewards and other work related outcomes.

Management 9/e - Chapter 14 15

Figure 14.4 Elements in the expectancy theory of motivation.

Management 9/e - Chapter 14 16

Study Question 2: What are the process theories of motivation?

Managerial implications of expectancy theory— To maximize expectancy, managers

should: Select workers with ability. Train workers to use ability. Support work efforts. Clarify performance goals.

Management 9/e - Chapter 14 17

Study Question 2: What are the process theories of motivation?

Managerial implications of

expectancy theory— To maximize instrumentality, managers

should: Clarify psychological contracts. Communicate performance-outcome

possibilities. Identify rewards that are contingent on

performance.

Management 9/e - Chapter 14 18

Study Question 2: What are the process theories of motivation?

Managerial implications of

expectancy theory— To maximize valence in a positive

direction, managers should:

Identify individual needs.

Adjust rewards to match individual

needs.

Management 9/e - Chapter 14 19

Study Question 2: What are the process theories of motivation?

Key issues and principles in the goal-setting process: Set specific goals. Set challenging goals. Build goal acceptance and

commitment. Clarify goal priorities. Provide feedback on goal

accomplishment. Reward goal accomplishment.

Management 9/e - Chapter 14 20

Study Question 2: What are the process theories of motivation?

Goal-setting theory Developed by Edwin Locke. Properly set and well-managed task goals can

be highly motivating. Motivational effects of task goals:

Provide direction to people in their work. Clarify performance expectations. Establish a frame of reference for feedback. Provide a foundation for behavioral self-

management.

Management 9/e - Chapter 14 21

Study Question 2: What are the process theories of motivation?

Goal-setting theory Participation in goal setting

unlocks the motivational potential of goal setting.

management by objectives (MBO) promotes participation.

when participation is not possible, workers will respond positively if supervisory trust and support exist.

Management 9/e - Chapter 14 22

Study Question 3: What role does reinforcement play in motivation?

Fundamentals of reinforcement theory … Reinforcement theory focuses on the impact of

external environmental consequences on behavior.

Law of effect — impact of type of consequence on future behavior.

Operant conditioning: Developed by B.F. Skinner. Applies law of effect to control behavior by

manipulating its consequences.

Management 9/e - Chapter 14 23

Study Question 3: What role does reinforcement play in motivation?

Operant conditioning strategies: Positive reinforcement

Increases the frequency of a behavior through the contingent presentation of a pleasant consequence.

Negative reinforcement Increases the frequency of a behavior

through the contingent removal of an unpleasant consequence.

Management 9/e - Chapter 14 24

Study Question 3: What role does reinforcement play in motivation?

Operant conditioning strategies: Punishment

Decreases the frequency of a behavior through the contingent presentation of an unpleasant consequence.

Extinction Decreases the frequency of a behavior

through the contingent removal of an pleasant consequence.

Management 9/e - Chapter 14 25

Study Question 3: What role does reinforcement play in motivation?

Successful implementation of positive reinforcement is based on Law of contingent reinforcement —

Reward delivered only if desired behavior is exhibited.

Law of immediate reinforcement —More immediate the delivery of a

reward, the more reinforcement value it has.

Management 9/e - Chapter 14 26

Study Question 3: What role does reinforcement play in motivation?

Guidelines for using positive reinforcement: Clearly identify desired work behaviors. Maintain a diverse inventory of rewards. Inform everyone about what must be

done to get rewards. Recognize individual differences when

allocating rewards. Follow the laws of immediate and

contingent reinforcement.

Management 9/e - Chapter 14 27

Study Question 3: What role does reinforcement play in motivation?

Guidelines for using punishment: Tell the person what is being done

wrong. Tell the person what is being done right. Match the punishment to the behavior. Administer punishment in private. Follow laws of immediate and contingent

reinforcement.

Management 9/e - Chapter 14 28

Study Question 3: What role does reinforcement play in motivation?

Schedules of reinforcement: Continuous reinforcement administers a reward

each time a desired behavior occurs. Intermittent reinforcement rewards behavior only

periodically. Acquisition of behavior is quicker with continuous

reinforcement. Behavior acquired under an intermittent schedule is

more permanent. Shaping is the creation of a new behavior by

positive reinforcement of successive approximations to it.

Management 9/e - Chapter 14 29

Study Question 4: What are the alternative approaches to job design?

Job. A collection of tasks performed in support of

organizational objectives.

Job design. The process of creating or defining jobs by

assigning specific work tasks to individuals and groups.

Jobs should be designed so that both performance and satisfaction result.

Management 9/e - Chapter 14 30

Study Question 4: What are the alternative approaches to job design?

Job simplification. Standardizing work procedures and

employing people in well-defined and highly specialized tasks.

Simplified jobs are narrow in job scope and low in job depth.

Automation. Total mechanization of a job. Most extreme form of job simplification.

Management 9/e - Chapter 14 31

Study Question 4: What are the alternative approaches to job design?

Potential advantages of job simplification: Easier and quicker

training of workers. Workers are less

difficult to supervise.

Workers are easier to replace.

Development of expertise in doing repetitive tasks.

Potential disadvantages of job simplification: Productivity suffers. Cost increases due

to absenteeism/ turnover of unhappy workers.

Poor performance may result from worker boredom/ alienation.

Management 9/e - Chapter 14 32

Study Question 4: What are the alternative approaches to job design?

Job rotation and job enlargement: Expands job scope. Job rotation.

Increases task variety by periodically shifting workers among jobs involving different task assignments.

Job enlargement. Increases task variety by combining two or

more tasks previously assigned to separate workers.

Horizontal loading.

Management 9/e - Chapter 14 33

Study Question 4: What are the alternative approaches to job design?

Job enrichment. Building more opportunities for

satisfaction into a job by expanding its

content.

Expands both job scope and job depth.

Frequently accomplished through

vertical loading.

Management 9/e - Chapter 14 34

Study Question 4: What are the alternative approaches to job design?

Critical psychological states:

Experienced meaningfulness of work.

Experienced responsibilities for work

outcomes.

Knowledge of actual results of work

activities.

Management 9/e - Chapter 14 35

Study Question 4: What are the alternative approaches to job design?

Core job characteristics:Skill variety.

Task identity.

Task significance.

Autonomy.

Feedback.

Management 9/e - Chapter 14 36

Study Question 4: What are the alternative approaches to job design?

Improving core job characteristics: Form natural units of work.

Combine tasks.

Establish client relationships.

Open feedback channels.

Practice vertical loading.

Management 9/e - Chapter 14 37

Study Question 4: What are the alternative approaches to job design?

Checklist for enriching jobs: Remove controls that limit people’s discretion

in their work. Grant people authority to make decisions

about their work. Make people understand their accountability

for results. Allow people to do “whole” tasks or complete

units of work. Make performance feedback available.

Management 9/e - Chapter 14 38

Study Question 4: What are the alternative approaches to job design?

Compressed workweek. Any work schedule that allows a full-

time job to be completed in less than the standard 5 days of 8-hour shifts.

Benefits — more leisure time, lower commuting costs, lower absenteeism, and potentially improved performance.

Disadvantages — increased fatigue, family adjustment problems, increased scheduling problems, possible customer complaints, and union opposition.

Management 9/e - Chapter 14 39

Study Question 4: What are the alternative approaches to job design?

Flexible working hours. Any work schedule that gives employees

some choice in the pattern of their daily

work hours.Core time — all employees must be

at work.Flextime — allows employees to

schedule around personal and family responsibilities.

Management 9/e - Chapter 14 40

Study Question 4: What are the alternative approaches to job design?

Potential benefits of flexible working hours: People have greater autonomy in work

scheduling while ensuring maintenance of work responsibilities.

Organizations can attract and retain employees who have special non-work responsibilities.

Worker morale may be improved.

Management 9/e - Chapter 14 41

Study Question 4: What are the alternative approaches to job design?

Job sharing. One full-time job is split between two or

more persons.

Work sharing. An agreement between employees to

cut back their work hours to avoid layoffs or termination.

Management 9/e - Chapter 14 42

Study Question 4: What are the alternative approaches to job design?

Potential advantages of work sharing: Trained and loyal workers can be retained

while temporarily cutting labor costs. Continued work but with reduced earnings

for those who would otherwise be laid off.

Potential disadvantages of work sharing; Employees who might otherwise be protected

by seniority may suffer an income loss.

Management 9/e - Chapter 14 43

Study Question 4: What are the alternative approaches to job design?

Telecommuting. A work arrangement that allows a

portion of scheduled work hours to be

completed outside of the office.

Hoteling.

Virtual offices.

Management 9/e - Chapter 14 44

Study Question 4: What are the alternative approaches to job design?

Potential advantages of telecommuting: Freedom from

Constraints of commuting. Fixed hours. Special work attire. Direct contact with supervisors.

Increased productivity. Fewer distractions. Being one’s own boss. Having more personal time.

Management 9/e - Chapter 14 45

Study Question 4: What are the alternative approaches to job design?

Potential disadvantages of telecommuting: Working too much. Having less personal time. Difficulty in separating work and personal life. Less time for family. Feelings of isolation. Loss of visibility for promotion. Difficulties supervising work-at-home

employees from a distance.

Management 9/e - Chapter 14 46

Study Question 4: What are the alternative approaches to job design?

Part-time work. Work done on any schedule less than

the standard 40-hour workweek and does not qualify person as a full-time employee.

Contingency workers Part-time workers who supplement the

full-time workforce, often on a long-term basis.

Now constitute 30 percent of the American workforce.

Management 9/e - Chapter 14 47

Study Question 4: What are the alternative approaches to job design?

Implications of part-time work: Provides employers with flexibility in

controlling labor costs and dealing with cyclical labor demands.

Temporary workers may lack commitment and be less productive.

Contingency workers are often paid less and don’t receive important fringe benefits.