Chapter 13 Motivation © 2015 Cengage Learning MGMT7

© 2015 Cengage Learning 13-1 explain the basics of motivation 13-2 use equity theory to explain how employees’ perceptions of fairness affect motivation 13-3 use expectancy theory to describe how workers’ expectations about rewards, effort, and the link between rewards and performance influence motivation 13-4 explain how reinforcement theory works and how it can be used to motivate 13-5 describe the components of goal-setting theory and how managers can use them to motivate workers 13-6 discuss how the entire motivation model can be used to motivate workers

Motivation Is… The set of forces that initiates, directs, and makes people persist in their efforts to accomplish a goal. © 2015 Cengage Learning

The Basics of Motivation Effort and performance Need satisfaction Extrinsic and intrinsic rewards How to motivate with the basic model of motivation © 2015 Cengage Learning 13-1

A Basic Model of Work Motivation and Performance © 2015 Cengage Learning 13-1 Old Blue

What Motivates You? Use the post-it notes Write down three things that motivate you

Need Satisfaction Needs – the physical or psychological requirements that must be met to ensure survival and well-being A person’s unmet need creates an uncomfortable, internal state of tension that must be resolved. People are motivated by unmet needs Managers must learn what those unmet needs are, and address them. Once a need is met, it no longer motivates. © 2015 Cengage Learning 13-1

A Basic Model of Work Motivation and Performance 13-1 © 2015 Cengage Learning Satisfied needs do not motivate – Only unsatisfied needs motivate!

Predictions of Need Theories Maslow – needs are arranged in a hierarchy from low to high; people are motivated by their lowest unsatisfied needs Alderfer – people can be motivated by more than one need at a time McClelland – the degree to which particular needs motivate varies from person to person © 2015 Cengage Learning 13-1

“What Leads to Effort?” Higher-order needs will not motivate as long as lower-order needs remain unsatisfied. It’s difficult to predict which higher-order needs will motivate employees’ behavior. The relative importance of the various needs may change over time. © 2015 Cengage Learning 13-1

Extrinsic and Intrinsic Rewards Extrinsic rewards – tangible and visible to others and are given to employees contingent on the performance of specific tasks or behaviors Intrinsic rewards – the natural rewards associated with performing a task or activity for its own sake Put your post-it notes on the chart © 2015 Cengage Learning 13-1

Motivating with the Basics Start by asking people what their needs are Satisfy lower-order needs first Expect peoples needs to change As needs change and lower-order needs are satisfied, create opportunities for employees to satisfy higher-order needs © 2015 Cengage Learning 13-1

True or False Motivation is the set of forces that initiates, directs, and make people persist in their efforts to accomplish a goal Answer: TRUE

4 Theories of Motivation EquityExpectancy ReinforcementGoal-Setting

Equity Theory People will be motivated at work when they perceive that they are being treated fairly. In particular, equity theory stresses the importance of perceptions. © 2015 Cengage Learning 13-2

Components of Equity Theory Inputs Outcomes Referents © 2015 Cengage Learning 13-2

Forms of Inequity Underreward – when you are getting fewer outcomes relative to your inputs than the referent Overreward – when you are getting more outcomes relative to your inputs than the referent – Result = Guilt © 2015 Cengage Learning 13-2

Reacting to Inequity Decreasing or withholding inputs Increasing outcomes Rationalize or distort inputs to outcomes Changing the referent Employees may leave © 2015 Cengage Learning 13-2

Adding Equity Theory to the Model 13-2 © 2015 Cengage Learning

Motivating with Equity Theory Start by looking for and correcting major inequities Make sure decision-making processes are fair – “Justice” © 2015 Cengage Learning 13-2

True or False The basic components of equity theory are outcomes, instrumentality, and valence. Answer: FALSE Inputs – Outcomes (Outputs) - Referents

Expectancy Theory People will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will be offered attractive rewards. © 2015 Cengage Learning 13-3

Components of Expectancy Theory Motivation = Valence x Expectancy x Instrumentality Valance = How attractive is the reward or outcome?? Expectancy = Relationship between effort and performance Instrumentality = Relationship between performance and reward All are PERCEIVED by employee © 2015 Cengage Learning 13-3

Adding Expectancy Theory to the Model 13-3 © 2015 Cengage Learning

How Good Does the Carrot Look?

Motivating with Expectancy Theory Systematically gather information to find out what employees want from their jobs Take specific steps to link rewards to individual performance in a clear and understandable way Empower employees to make decisions if management really wants them to believe that their hard work and effort will lead to good performance © 2015 Cengage Learning 13-3

Reinforcement Theory Behavior is a function of its consequences, behaviors followed by positive consequences will occur more frequently, and behaviors followed by negative consequences, or not followed by positive consequences, will occur less frequently. Reinforcement Reinforcement contingencies Schedule of reinforcement © 2015 Cengage Learning 13-4

Adding Reinforcement Theory to the Model 13-4 © 2015 Cengage Learning

A Carrot with a Stick

Components of Reinforcement Theory Positive reinforcement Negative reinforcement Punishment Extinction © 2015 Cengage Learning 13-4

Schedules for Delivering Reinforcement Continuous Intermittent – fixed interval – variable interval – fixed ratio – variable ratio © 2015 Cengage Learning 13-4

Motivating with Reinforcement Theory Identify, measure, analyze, intervene, evaluate Don’t reinforce the wrong behaviors Correctly administer punishment at the appropriate time Choose the simplest and most effective schedule of reinforcement © 2015 Cengage Learning 13-4

Goal-Setting Theory People will be motivated to the extent that they accept specific, challenging goals and receive feedback that indicates their progress toward goal achievement. © 2015 Cengage Learning 13-5

Components of Goal-Setting Theory Goal specificity Goal difficulty Goal acceptance Performance feedback © 2015 Cengage Learning 13-5

Adding Goal-Setting Theory to the Model 13-5 © 2015 Cengage Learning

Motivating with Goal-Setting Theory Assign employees specific, challenging goals Make sure workers truly accept organizational goals Provide frequent, specific, performance- related feedback © 2015 Cengage Learning 13-5

Living Social Escapes 1.Which needs in Maslow’s hierarchy are most important to the employees who work for LivingSocial Escapes, and how can managers use this information to develop a highly motivated workforce? 2.According to equity theory, how might a LivingSocial Escapes guide react if he or she feels underpaid or unappreciated? 3.What outcomes or rewards possess high valence for managers and guides who work at LivingSocial Escapes? © 2015 Cengage Learning