introduction to management-13 ch-16 motivation.ppt

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Copyright © 2012 PearsonEducation, Inc. Publishing asPrentice Hall

Management , Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Eduation 16- 1





!Define "otivation

!Compare and ontrast early theories o#"otivation!Compare and ontrast onte"porary theories o#

"otivation

!Discuss current issues in "otivation

Chapter 16: oti!ation





"hat Is oti!ation#

! Motivation - theprocess by $hich aperson%s e&orts are

energi'ed,directed, andsustained to$ardattaining a goal.





Early (heories o) oti!ation

! aslo$%s Hierarchy of Needs

! c*regor%s Theories X and Y

!Her'berg%s Two-Factor Theory

! cClelland%s Three Needs Theory





aslo$%s Hierarchy o) +eeds (heory

! Hierarchy of needs theory -aslo$%s theory that huan needs -physiological, sa)ety, social, estee,

and sel)actuali'ation - )or a sorto) hierarchy.





aslo$%s Hierarchy o)+eeds (heory /cont.

! Physiological needs - a person%sneeds )or )ood, drin, shelter, seualsatis)action, and other physical needs.

! Safety needs - a person%s needs )orsecurity and protection )ro physicaland eotional har.

! Social needs - a person%s needs )ora&ection, belongingness, acceptance,and )riendship.





aslo$%s Hierarchy o)+eeds (heory /cont.

! Esteem needs - a person%s needs)or internal )actors /e.g., sel)respect,autonoy, and achie!eent and

eternal )actors /such as status,recognition, and attention.

! Self-actualization needs - a

person%s need to becoe $hat he orshe is capable o) becoing.





Ehibit 161: aslo$%sHierarchy o) +eeds





c*regor%s (heory 3 and (heory 4! Theory X - the assuption that

eployees dislie $or, are la'y,a!oid responsibility, and ust be

coerced to per)or.! Theory Y - the assuption that

eployees are creati!e, en5oy $or,

see responsibility, and can eercisesel)direction.





Her'berg%s ($oactor (heory

! Two-factor theory(motivation-hygienetheory - theoti!ation theory that

clais that intrinsic)actors are related to 5ob satis)action andoti!ation, $hereasetrinsic )actors areassociated $ith 5obdissatis)action.





Her'berg%s ($oactor (heory/cont.

! Hygiene factors - )actors thateliinate 5ob dissatis)action, butdon%t oti!ate.

! Motivators - )actors that increase 5ob satis)action and oti!ation.





Ehibit 162: Her'berg%s ($oactor (heory





Ehibit 167: Contrasting 8ie$s o) 9atis)actionissatis)action





(hree+eeds (heory/cClelland! Three-needs theory - the

oti!ation theory that sites threeac;uired /noninnate needs

/achie!eent, po$er, and a<liationas a5or oti!es in $or.

! !eed for achievement (n"ch -

the dri!e to succeed and ecel inrelation to a set o) standards.





(hree+eeds (heory /cont.

! !eed for #ower (nPow - the needto ae others beha!e in a $ay thatthey $ould not ha!e beha!ed

other$ise.! !eed for a$liation (n"% - the

desire )or )riendly and close

interpersonal relationships.



Copyright © 2012 PearsonEducation, Inc. Publishing as

Prentice HallManagement , Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Eduation 16- 16

Ehibit 16=: (>( Pictures

C t (h i





Conteporary (heorieso) oti!ation

! &oal-setting theory - theproposition that speci?c goalsincrease per)orance and that

di<cult goals, $hen accepted, resultin higher per)orance than do easygoals.

! Self-e$cacy - an indi!idual%s belie)that he or she is capable o)per)oring a tas.

C t (h i )





Conteporary (heories o)oti!ation /cont.

! 'einforcement theory - the theorythat beha!ior is a )unction o) itsconse;uences.

! 'einforcers - conse;uencesiediately )ollo$ing a beha!ior$hich increase the probability that

the beha!ior $ill be repeated.





Ehibit 16@: *oal9etting (heory





esigning oti!ating Aobs

! o) design - the $ay tass arecobined to )or coplete 5obs.

! o) sco#e - the nuber o) di&erent

tass re;uired in a 5ob and the)re;uency $ith $hich those tass arerepeated.

! o) enlargement - the hori'ontalepansion o) a 5ob that occurs as aresult o) increasing 5ob scope.





esigning oti!ating Aobs/cont.! o) enrichment - the !ertical epansion o)

a 5ob that occurs as a result o) additionalplanning and e!aluation o) responsibilities.

! o) de#th - the degree o) controleployees ha!e o!er their $or.

! o) characteristics model (*M - a)rae$or )or analy'ing and designing 5obs

that identi?es ?!e priary core 5obdiensions, their interrelationships, andtheir ipact on outcoes.





i!e Core Aob iensions

! S+ill variety - the degree to $hich a 5ob re;uires a !ariety o) acti!ities sothat an eployee can use a nuber

o) di&erent sills and talents.! Tas+ identity - the degree to $hich

a 5ob re;uires copletion o) a $hole

and identi?able piece o) $or.





i!e Core Aob iensions/cont.! Tas+ signi,cance - the degree to

$hich a 5ob has a substantial ipacton the li!es or $or o) other people.

! "utonomy - the degree to $hich a 5ob pro!ides substantial )reedo,independence, and discretion to the

indi!idual in scheduling $or anddeterining the procedures to beused in carrying it out.

i b i i





i!e Core Aob iensions/cont.! eed)ac+ - the degree to $hich

carrying out $or acti!ities re;uiredby a 5ob results in the indi!idual%s

reception o) direct and clearin)oration about his or herper)orance e&ecti!eness.

E hibit 16 6 A b Ch t i ti





Ehibit 166: Aob Characteristicsodel

Bedesigning Aob esign





Bedesigning Aob esign>pproaches

! 'elational #ers#ective of wor+design - an approach to 5ob designthat )ocuses on ho$ people%s tass

and 5obs are increasingly based onsocial relationships.

! Proactive #ers#ective of wor+design - an approach to 5ob design in$hich eployees tae the initiati!e tochange ho$ their $or is per)ored.

E hibit 16 * id li ) A b





Ehibit 16: *uidelines )or AobBedesign

B d i i A b i





Bedesigning Aob esign>pproaches /cont.

! High-involvementwor+ #ractices

$or practicesdesigned to elicitgreater input orin!ol!eent )ro

$orers.





E;uity (heory

! E.uity theory the theory that aneployee copares his or her 5ob%sinputoutcoe ratio $ith that o) rele!antothers and then corrects any ine;uity.

! 'eferents - the persons, systes, orsel!es against $hich indi!iduals coparethesel!es to assess e;uity.

! /istri)utive 0ustice - percei!ed )airnesso) the aount and allocation o) re$ardsaong indi!iduals.





Ehibit 16D: E;uity (heory





Epectancy (heory

! E1#ectancy theory - the theorythat an indi!idual tends to act in acertain $ay based on the epectation

that the act $ill be )ollo$ed by agi!en outcoe and on theattracti!eness o) that outcoe to theindi!idual.





Epectancy (heory

! Epectancy Belationships $ Epectancy /e&ortper)orance linage

! (he percei!ed probability that an indi!idual%se&ort $ill result in a certain le!el o) per)orance.

$ Instruentality! (he perception that a particular le!el o)

per)orance $ill result in attaining a desiredoutcoe /re$ard.

$ 8alence! (he attracti!enessiportance o) the

per)orance re$ard /outcoe to the indi!idual.





Ehibit 16F: Epectancy odel





Current Issues in oti!ation

! CrossCultural Challenges $ oti!ational progras are ost applicable

in cultures $here individualism andachie!eent are cultural characteristics.

! Gncertainty a!oidance o) soe cultures in!ertsaslo$%s needs hierarchy.

! (he need )or achie!eent /n>ch is lacing inother cultures.

! Collecti!ist cultures !ie$ re$ards asentitleents to be distributed based onindi!idual needs, not indi!idual per)orance.






! oti!ating a i!erse "or)orce

$ oti!ating a di!erse $or)orce throughJeibility:

! en desire ore autonoy than do $oen.

! "oen desire learning opportunities,Jeible $or schedules, and good

interpersonal relations.

oti!ating Gni;ue *roups o)"orers






oti!ating Gni;ue *roups o)"orers! oti!ating a i!erse "or)orce

$ Copressed $or$ee

! Konger daily hours, but )e$er days

$ leible $or hours /Jetie

! 9peci?c $eely hours $ith !arying arri!al,departure, lunch and brea ties around certaincore hours during $hich all eployees ust bepresent

$ Aob 9haring! ($o or ore people split a )ulltie 5ob

$ (elecouting

! Eployees $or )ro hoe using coputer lins






! oti!ating Pro)essionals

$ Characteristics o) pro)essionals

! 9trong and longter coitent to their

?eld o) epertise! Koyalty is to their pro)ession, not to the

eployer

! Ha!e the need to regularly update their

no$ledge! on%t de?ne their $or$ee as D:00 a to

@:00 p.

oti!ating Gni;ue *roups o)

"orers






! oti!ating Contingent "orers

$ Lpportunity to becoe a peranenteployee

$ Lpportunity )or training $ E;uity in copensation and bene?ts

! oti!ating Ko$9illed, iniu"age

Eployees $ Eployee recognition progras

$ Pro!ision o) sincere praise

oti!ating Gni;ue *roups o)"orers






! 2#en-)oo+ management - a oti!ationalapproach in $hich an organi'ation%s ?nancialstateents /the boos are shared $ith alleployees.

! Em#loyee recognition #rograms -progras based on personal attention andepression o) interest, appro!al, andappreciation )or a 5ob $ell done.

! Pay-for-#erformance #rograms - !ariablecopensation plans that pay eployees onthe basis o) soe per)orance easure.

esigning >ppropriate Be$ardsProgras






(ers to Mno$

! oti!ation

! Hierarchy o) needs theory

! Physiological needs

! 9a)ety needs

! 9ocial needs

! Estee needs

! 9el)actuali'ation needs

! (heory 3

! (heory 4

! ($o)actor theory/oti!ationhygienetheory

! Hygiene )actors

! oti!ators

! (hreeneeds theory

! +eed )or achie!eent/n>ch

! +eed )or po$er /nPo$

! +eed )or a<liation /n>&

! *oalsetting theory

! 9el)e<cacy! Bein)orceent theory

! Bein)orcers






(ers to Mno$ /cont

! Aob design

! Aob scope

! Aob enlargeent

! Aob enrichent

! Aob depth

! Aob characteristics odel/AC

! 9ill !ariety

! (as identity

! (as signi?cance! >utonoy

! eedbac

! Belational perspecti!e o) $ordesign

! Proacti!e perspecti!e o) $ordesign

! Highin!ol!eent $orpractices

! E;uity theory

! Be)erents

! istributi!e 5ustice

! Procedural 5ustice

! Epectancy theory! Lpenboo anageent

! Eployee recognition progras

introduction to management-13 ch-16 motivation.ppt

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