chapter6and7motivation_001

7/27/2019 Chapter6and7Motivation_001

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Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries

Motivation

The processes that account for an individualsintensity, direction, and persistence of effort towardattaining a goal.

What is Motivation?


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Motivation and Performance

Motivation

Ability

Effort

Environment

Performance


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3 Major Types of Motivation

Theories

Content Theories of Motivation

WHAT motivates us

Process Theories of Motivation

WHY and HOW motivation occurs

Reinforcement Theory

HOW outcomes influence behaviors


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Content Perspectives on

Motivation

Content Perspectives Approaches to motivation that try to answer the question,What factors in the workplace motivate people?

Content Perspectives of Motivation

Maslows Hierarchy of Needs Aldefers ERG Theory

McGregorys Theory X and Theory Y

Herzbergs Two-Factor Theory

McClellands Achievement,

Power, and Affiliation Needs


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Maslows Hierarchy of Needs

Self-

actualization

Esteem

Belongingness

Security

PhysiologyFood

Achievement

Status

Friendship

Stability

Job

Friends

Pension

Base

NEEDS

General Examples Organizational Examples

job

Challenging

title

at work

plan

salary


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Assumptions of Maslows

HierarchyMovement up the Pyramid

Individuals cannot move to the next higher level until

all needs at the current (lower) level are satisfied.

Maslow Application:

A homeless person

will not be motivated to

meditate!

Individuals

therefore must

move up the

hierarchy in order


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Maslows Hierarchy of NeedsA Content Perspective

What factor or factors motivate people

Weakness of Theory

Five levels of need are not always present Order is not always the same

Cultural differences

Needs Hierarchy in Chinaan example:

Belonging

Physiological

Safety

Self actualizing in service to society


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Alderfers ERG TheoryA Content Perspective

Existence needs

Physiological

Relatedness needs How one individual relates to his/her social

environment

Growth needs

Achievement and self actualization


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Alderfers ERG TheoryA Content Perspective

Satisfaction-Progression Frustration-Regression

Growth Needs

Relatedness

Needs

Existence Needs


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Content Theories

Herzbergs Motivation-Hygiene Theory

Job satisfaction and job dissatisfaction are

created by different factors.

Hygiene factors: extrinsic (environmental) factorsthat create job dissatisfaction.

Motivators: intrinsic (psychological) factors that

create job satisfaction.

Attempted to explain why job satisfaction

does not result in increased performance.

The opposite of satisfaction is not dissatisfaction,

but rather no satisfaction.


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Herzbergs Motivation-Hygiene

Theory


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Contrasting Views of Satisfaction-

Dissatisfaction


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McClellands Needs Theory

Three-Needs Theory

There are three major acquired needs that are

major motives in work.

Need for achievement (nAch)

The drive to excel and succeed

Need for power (nPow)

The need to influence the behavior of others Need of affiliation (nAff)

The desire for interpersonal relationships


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Pictures Used for Assessing Levels of

nAch, nAff, and nPow


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Process Perspectives of

Motivation

Why people choose certain behavioral

options to satisfy their needs and how they

evaluate their satisfaction after they have

attained their goals.

Process perspectives of Motivation

Goal Setting Theory

Equity Theory

Expectancy Theory


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Goal-Setting TheoryA Process Perspective

Basic Premise: That specif icand di f f icu l tgoals, with self-generatedfeedback, lead to higher performance.

Difficulty Extent to which a goal is challenging and requires effort.

Specificity Clarity and precision of the goal.

Goal Achievement Depends on:

Acceptance Extent to which persons accept a goal as their own.

Commitment Extent to which an individual is personally interested in reaching a goal.


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Equity Theory:A Process Perspective

Individuals equate value of rewards to effort andcompare it to other people.

Inputs/OutcomesComparison of

self with others

Equity

Inequity

Motivation to maintain

current situation

Ways to reduce inequity Change inpu ts

Change outcomes

Alter percept ions of self

Alter percept ions o f o ther

Leave situat ion Change compar isons

outcomes(self)

inputs (self)=

outcomes (other)

inputs (other)


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Justice and Equity Theory


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Distributive Justice

Perceived fairness of theoutcome (the final

distribution).

Who got what?

Procedural Justice

The perceived fairness ofthe process used to

determine the outcome(the final distribution).

How was who gets whatdecided?

Interactional Justice

The degree to which oneis treated with dignity

and respect.

Was I treated well?

Three types of Justice

E pectanc Theor


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Expectancy Theory

The Basic Idea

People tend to prefer certain goals, or

outcomes, over others.

They anticipate experiencing feelings of

satisfaction should such a preferred

outcome be achieved.

Basically, people are motivated to behave

in ways that produce valued outcomes.


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Expectancy TheoryA Process Perspective

Motivation depends on how much we want

something and how likely we are to get it

Elements

Effort to Performance Expectancy(E) is the probabilitythat effort will lead to performance.

Performance to Outcome Expectancy(I) is the

perception that performance leads to an outcome.

Outcome is the consequence or reward forperformance.

Valence (V) is how much a particular outcome is

valued.


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Expectancy TheoryA Process Perspective

M = E x I x V

For motivated behavior to occur: Effort-to-performance must be greater than 0

Performance-to-outcome must be greaterthan 0

Sum of valences must be greater than 0*


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The Expectancy Model of

Motivation

Environment

Motivation Effort Performance

Ability

Outcome

Outcome

Outcome

Valence

Outcome Valence

Outcome Valence

Valence

Valence


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High Effort

Decision to

Exert Effort

Low EffortPerformance

Goal

Performance

Goal

Expectancy

What are my chances

of reaching my

performance goalif I work hard?

Expectancy

What are my chances

of reaching my

performance goal

if I slack off?

Instrumentality

What are my chances

of getting various

outcomes if I achieve

my performance goal?

Valence

How much do I value

these outcomes?

Outcome 3

Outcome 2

Outcome 1

Outcome 3

Outcome 2

Outcome 1

A General Model of Vrooms

Expectancy Theory


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Reinforcement Theory

Assumptions:Behavior is environmentally caused.

Behavior can be modified (reinforced) byproviding (controlling) consequences.

Reinforced behavior tends to be repeated.

Argues that behavior is a function of itsconsequences.


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Motivation: From

Concepts to

Applications

ChapterSEVEN


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Job Design Theory

Characteristics:

1. Skill variety

2. Task identity

3. Task significance

4. Autonomy

5. Feedback

Job Characteristics

Model

Identifies five job

characteristics and theirrelationship to personaland work outcomes.


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Job Design Theory (contd)

Job Characteristics Model

Jobs with skill variety, task identity, task significance,

autonomy, and for which feedback of results is given,

directly affect three psychological states ofemployees:

Knowledge of results

Meaningfulness of work Personal feelings of responsibility for results

Increases in these psychological states result in

increased motivation, performance, and job

satisfaction.


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The Job Characteristics Model

E X H I B I T 71Source: J.R. Hackman and G.R. Oldham, Work Design (excerpted from pp. 7880). 1980 byAddison-Wesley Publishing Co., Inc. Reprinted by permission of Addison-Wesley Longman, Inc.


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Job Design Theory (contd)Skill Variety

The degree to which a job requires a variety ofdifferent activities (how may different skills areused in a given day, week, month?).

Task IdentityThe degree to which the job requires completion ofa whole and identifiable piece of work (frombeginning to end).

Task Significance

The degree to which the job has a substantialimpact on the lives or work of other people.


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Job Design Theory (contd)

AutonomyThe degree to which the job provides substantialfreedom and discretion to the individual inscheduling the work and in determining the

procedures to be used in carrying it out.

Feedback

The degree to which carrying out the work activitiesrequired by a job results in the individual obtainingdirect and clear information about the effectivenessof his or her performance.


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Prentice Hall, 2003 34

Characteristics Examples

Skil l Variety High variety The owner-operator of a garage who does electrical repair, rebuilds engines,

does body work, and interacts with customers

Low variety A bodyshop worker who sprays paint eight hours a day

Task Identity

High identity A cabinetmaker who designs a piece of furniture, selects the wood, builds the

object, and finishes it to perfection

Low identity A worker in a furniture factory who operates a lathe to make table legs

Task Signif icance

High significance Nursing the sick in a hospital intensive care unit

Low significance Sweeping hospital floors

Autonomy

High autonomy A telephone installer who schedules his or her own work for the day, and

decides on the best techniques for a particular installation

Low autonomy A telephone operator who must handle calls as they come according to a

routine, highly specified procedure

Feedback

High feedback An electronics factory worker who assembles a radio and then tests it to

determine if it operates properly

Low feedback An electronics factory worker who assembles a radio and then routes it to a

quality control inspector who tests and adjusts it

Examples of High and Low Job Characteristics


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Computing a Motivating

Potential Score

People who work on jobs with high core dimensions are

generally more motivated, satisfied, and productive.

Job dimensions operate through the psychological states in

influencing personal and work outcome variables ratherthan influencing them directly.

chapter6and7motivation_001

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