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Motivation
Employee motivation theories and models
–Needs –processes
–Reinforcement
How job design can affect employee satisfaction & productivity
Empowerment
Topics Topics Chapter 16Chapter 16
What is Motivation?
Motivation is the act of moving forward, the act of taking action, it’s a decision on our part. We really can’t motivate anybody else, but we can sure set it up for them to make that decision.
It is a process of creating conditions that increase the probability of disclosing the best outcomes of individuals.
A + M = PAbility + Motivation = Performance
What is Motivation?
The Workers Knew It All Along
As Ranked BySupervisors
Factor As Ranked ByWorkers
1 Money 5
2 Job security 7
3 Good working conditions 8
4 Good health benefits 9
5 Good pension plan 10
6 Respect 6
7 Chance for advancement 4
8 Interesting work 3
9 Challenging work 2
10 Feeling of being “in” on things 1
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Two Types of Rewards
Intrinsic rewards--satisfactions a person receives in the process of performing a particular action.
Extrinsic rewards--given by another person.
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Model of Motivation
NEED-Creates desire to fulfill needs (food, friendship, recognition, achievement).
BEHAVIOR-Results in actions to fulfill needs.
REWARDS-Satisfy needs; intrinsic or extrinsic rewards.
FEEDBACK-Reward informs person whether behavior was appropriate and should be used again.
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Foundations of Motivation
Traditional
Human Relations
Human Resources
Contemporary
•systematic analysis of an employee’s job•economic rewards for high performance
• noneconomic rewards, such as congenial work groups
• workers studied as people and the concept of social man was born
• introduce the concept of the whole person• employees are complex and motivated by
many factors (X& Y Theory)
• content theories stress the analysis of underlying human need
• process theories concern the thought processes that influence behavior
• reinforcement theories focus on employee learning of desired work behaviors
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Motivation Content Theories
Hierarchy of Needs Theory ERG Theory Two-Factor Theory Acquired Needs Theory
Emphasize the needs that motivate people
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Hierarchy of Needs Theory
Physiological Needsmost basic human physical needs
Safety Needssafe and secure physical and emotional environment
Belongingness Needsdesire to be accepted by one’s peers
Esteem Needsdesire for a positive self-image
and to receive attention
Self-ActualizationNeeds
represent the need forself-fulfillment
Human beings are motivated by a hierarchy of unsatisfied needs.
Abraham Maslow
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Maslow’s Hierarchy of Needs
Once a need is satisfied, it declines in importance and the next higher need is activated
There are opportunities for fulfillment off the job and on the job in each of the five levels of needs
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ERG Theory
Existence Needsthe needs for physical well-being
Relatedness Needsthe need for satisfactory relationships
with others
Growth Needshuman potential,
personal growth, and increased competence
Clayton Alderfer
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ERG Theory
FRUSTRATION-REGRESSION PRINCIPLE
Clayton Alderfer
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Motivation Process Theories
Equity Theory (J. Stacy Adams) focuses on individuals’ perceptions of how fairly
they are treated compared with others motivated to seek social equity in the rewards
they expect for performance People evaluate equity by a ratio of inputs to
outcomes
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Methods for Reducing Perceived Inequities
Change inputs Change outcomes Distort perceptions Leave the job
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Motivation Process Theories
Expectancy Theory (Victor Vroom) motivation depends on individuals’ expectations
about their ability to perform tasks and receive desired rewards
concerned not with identifying types of needs but with the thinking process that individuals use to achieve rewards
based on the effort, performance, and desirability of outcomes
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Expectancy Theory
Efforts PerformanceOutcomes
(pay, recognition, other rewards(
E > P ExpectancyProbability that effort will lead
To desired performanceValance
(value of outcomes)
E > O ExpectancyProbability that performance will lead to desired outcome
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Reinforcement Perspective on Motivation
Reinforcement Tools
Positive reinforcement in the administration of a pleasant and rewarding consequence.
Avoidance learning is the removal of an unpleasant consequence following a desired behavior.
Punishment is the imposition of unpleasant outcomes on an employee.
Extinction is the withdrawal of a positive reward, behavior is no longer reinforced and hence is less likely to occur in the future.
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Schedules of Reinforcement
Continuous Reinforcement
Partial Reinforcement
•Fixed-Interval Schedule
•Fixed-Ratio Schedule
•Variable-Interval Schedule
•Variable-Ratio Schedule
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Job Design for Motivation
Job design = application of motivational theories to the structure of work for improving productivity and satisfaction
Job simplification = job design whose purpose is to improve task efficiency by reducing the number of tasks a single person must do
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Job Design for Motivation
Job Rotation = job design that systematically moves employees from one job to another to provide them with variety and stimulation
Job Enlargement = job design that combines a series of tasks into one new, broader job to give employees variety and challenge
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Motivational Ideas for Turbulent Times
Organizations are increasingly using various types of incentive compensation as a way to motivate employees to higher levels of performance
Variable compensation and forms of at risk pay are key motivational tools
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Empowering People to Meet Higher Needs
Information - Employees receive information about company performance
Knowledge - Employees have knowledge and skills to contribute to company goals
Power - Employees have the power to make substantive decisions
Rewards - Employees are rewarded based on the company performance
Four Empowering Elements
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Giving Meaning to Work
To meet higher-level motivational needs and help people get intrinsic rewards from their work is to instill a sense of importance and meaningfulness
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Motivational Ideas for Turbulent Times
Role of today’s manager is not to control others but to organize the workplace in such a way that each person
Can learnContributeGrow