Chapter 6 work motivation Michael A. Hitt C. Chet Miller

Slides:



Advertisements
Similar presentations
MOTIVATION.
Advertisements

Module 14 Motivation.
Exploring Management Chapter 13 Motivation.
Chapter 5 Motivation Theories
Motivation 1.  Motivation ◦ The processes that account for an individual’s willingness to exert high levels of effort to reach organizational goals,
Chapter 5 Motivation at Work Nelson & Quick
P O L C A Leading.
Motivation II Need Theories
Chapter 8 Motivation.
1 Motivation OS 386 September 24, 2002 Fisher. 2 Agenda Collect written case study Review motivational theories – Group discussion – Groups will present.
Chapter 6 Work Motivation
HRM 601 Organizational Behavior Session 5 Understanding Motivational Processes.
Motivation.
Chapter 13 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 1 Motivation Initiation Persistence Direction.
Chapter 17 Motivation.
Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. McShane 5th Canadian Edition Transparency 5.1 Challenges of Motivating Employees.
BA 351 Managing Organizations
Motivation at Work By Suhel Khan
Motivation Theory Asst. Prof. Dr. Serdar AYAN. Motivation Definition: Definition: –1) Internal drive to satisfy an unsatisfied need –2) Stimulus of behavior.
1 MOTIVATION. 2 Determinants of Performance Person: Ability Motivation Accurate Role Perceptions Situation: Environmental (Constraints and Facilitators)
4-2 Motivation in Theory: What Makes Employees Try Harder Copyright © 2008 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Organizational.
Motivation.
Chapter 5 Nelson & Quick Motivation at Work.
© 2008The McGraw-Hill Companies, Inc. All rights reserved. Foundations of Motivation Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin.
Chapter 14 Work Motivation
McGraw-Hill/Irwin 2010 Modified by Jackie Kroening 2011 MOTIVATION: INCREASING PRODUCTIVITY Chapter 6.
1 Chapter 13 Motivation Designed & Prepared by B-books, Ltd. MGMT 2008 Chuck Williams.
 2007 McGraw-Hill Ryerson Ltd Chapter 3 Motivation Motivation.
Motivation Sung Jae Park, Ph.D.. Why is Motivation important  Under optimal conditions, effort can often be increased and sustained  Delegation without.
Chapter 5 Motivation Theories
Learning and Motivation Chapter 3 Lawrence Erlbaum Associates, Publisher, Copyright
MOTIVATION MOTIVATION DEFINITION:- “Motivation is a psychological process or phenomenon which arises from feeling of needs and wants of individual. It.
Motivation.
“Treat others as you would like to be treated”
1 MOTIVATION. 2 MOTIVATION n Force within an individual that initiates and directs behavior n Motivation is inferred and cannot measured n Behavioral.
Motivation.
John M. Ivancevich Michael T. Matteson
Michael A. Hitt C. Chet Miller Adrienne Colella Slides by R. Dennis Middlemist Chapter 6 Work Motivation.
Organizational Behaviour The Individual
Unit 3: Motivation at workplace Objectives:  Distinguish between the different theories of motivation  Understand how motivation has an impact on the.
© 2013 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
MOTIVATION. MOTIVATION: Motivation is the willingness of a person to exert high levels of effort to satisfy some individual need or want.
Theories of Motivation. Work Motivation Definition –Internal State that directs individuals to certain goals and objectives Not directly observable.
12 Chapter Motivation McGraw-Hill© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
What is motivation? What can we learn from the needs theories of motivation? Why is the equity theory of motivation important ? What are the insights.
7 Motivation Concepts.
© 2003 McGraw-Hill Ryerson Ltd. Motivation Chapter Three.
Chapter 5 Nelson & Quick Motivation at Work.
MOTIVATION.
MOTIVATION One of the most important factors affecting
Motivation Chapter 5 IBUS 681, DR. Yang.
MOTIVATION THEORIES McGregor’s Theory ‘X’ Theory Y
Differentiate between intrinsic and extrinsic rewards and describe how they influence motivation
Motivation Chapter 16.
MHR 6500: Managing Individuals & Groups
Chapter 11: Motivation Theory and Practice
Foundation of Planning BBB1113 | Intro to Business Management Faculty of Business Management & Globalization.
Motivation at Work.
Chapter 5 Organizational Behavior: Foundations, Realities, & Challenges Nelson & Quick, 5th edition Motivation at Work.
Motivation Any influence that triggers, directs or maintains behavior
Motivation Chapter 16.
Motivation Chapter Four.
6 MOTIVATION: INCREASING PRODUCTIVITY.
Motivation: Theory & Practice
Definition Motivation is a process that accounts for an individual’s intensity, direction and persistence of efforts towards attaining a goal. Stephen.
What is Motivation? Forces coming from within a person that account for the willful direction, intensity, and persistence of the person’s efforts toward.
Motivation Chapter 5 IBUS 681, DR. Yang.
Motivation Any influence that triggers, directs or maintains behavior
Chapter 12 Motivation.
Motivating for Performance
Presentation transcript:

Chapter 6 work motivation Michael A. Hitt C. Chet Miller Adrienne Colella Pages 208-245.

? Knowledge Objectives Define work motivation and explain why it is important to organizational success. Discuss how managers can use Maslow’s need hierarchy and ERG theory to motivate associates. Describe how need for achievement, need for affiliation, and need for power relate to work motivation and performance. Explain how Herzberg’s two-factor theory of motivation has influenced current management practice. Discuss the application of expectancy theory to motivation. Understand equity theory and procedural justice, and discuss how fairness judgments influence work motivation. Explain how goal-setting theory can be used to motivate associates. Describe how jobs can be enriched and how job enrichment can enhance motivation. Based on all major theories of work motivation, describe specific actions that can be taken to increase and sustain employee motivation. See page 208.

What is It? Forces within a person, resulting in effort toward goal achievement. See page 211.

Theories of Motivation Content Theories Process Theories Hierarchy of Needs ERG Achievement, Affiliation, and Power Two-Factor Expectancy Equity Goal-Setting See page 211-219.

Hierarchy of Needs (Maslow) People are motivated by desire to satisfy specific needs. People must satisfy needs at lower levels before being motivated by higher level needs. Self-actualization Esteem Social Safety Physiological See pages 211-213.

ERG Theory (Alderfer) Existence Needs Relatedness Needs Growth Needs See pages 213-214. Satisfaction and Progression Frustration and Regression

Maslow’s Need Hierarchy Social and Belongingness Needs Comparison of Two Theories Maslow’s Need Hierarchy Physiological Needs Safety Needs Social and Belongingness Needs Esteem Needs Self- Actualization Existence Needs Relatedness Needs Growth Needs Alderfer’s ERG Theory See page 214. Adapted from Exhibit 6-1: Maslow’s Need Hierarchy and Alderfer’s ERG Theory Compared

Achievement, Affiliation, and Power (McClelland) Need for Achievement Perform well against a standard of excellence Need for Affiliation Be liked and on good terms with people Need for Power Desire to influence people and events See pages 215-218.

Two-Factor Theory (Herzberg) Motivators – influence satisfaction Hygienes – influence dissatisfaction Job satisfaction and dissatisfaction are independent states that different factors affect. Achievement Recognition Responsibility Opportunity for advancement/promotion Challenging work Potential for personal growth Pay Technical supervision Working conditions Company policies and procedures Interpersonal relationships Status Security See pages 218-219.

Theories of Motivation Content Theories Process Theories Hierarchy of Needs ERG Achievement, Affiliation, and Power Two-Factor Expectancy Equity Goal-Setting See pages 219-228.

Expectancy Theory (Vroom) Probability that effort leads to performance Instrumentality Perceived connection between performance and an outcome Valence Value placed on the outcome Managers and associates consider three factors in deciding whether to exert effort. See pages 219-222.

Expectancy Theory MF = E x  (I x V) MF = MF = Motivational Force E = Expectancy I = Instrumentality V = Valence V1 I1 I2 I3 Outcome V2 Effort Performance See page 221. E Outcome MF = V3 Outcome Adapted from Exhibit 6-2: Expectancy Theory

Equity Theory (Adams) Versus My Outcomes My Inputs Other’s Outcomes Motivation is based on the assessment of one’s ratio of outcomes for inputs compared to others. My Outcomes My Inputs Other’s Outcomes Other’s Inputs See pages 222-224. Versus

Resolving Perceived Inequity Increasing or decreasing inputs. Changing their outcomes. Distorting perceptions of _______ inputs and outcomes. their other’s Changing the referent other. Leaving the organization. See pages 222-223.

People React Differently to Inequity Sensitives resolve whether favorable or unfavorable Benevolents tolerate unfavorable resolve favorable Entitleds resolve unfavorable tolerate favorable See page 223.

Distributive Justice Degree to which people think outcomes are fair. See page 223.

Procedural Justice Procedural Justice Based on accurate information Degree to which people think procedures used to determine outcomes are fair. Some rules: Based on accurate information Formal grievance procedures Procedures free from bias Ethical code Procedures applied consistently Treated with respect See pages 223-224. Procedural Justice Voice in the decision process Given reasons for decisions

Participation in Setting Goals Goal-Setting Theory Goal Difficulty Goal Specificity Goal Commitment Participation in Setting Goals Feedback Challenging and specific goals increase performance through attention, effort, and persistence. Effectively Set Goals See page 224.

Motivating Associates: Integration of Theory X Goal Setting Equity Expectancy Herzberg McClelland Maslow ERG Clarify Goals Provide Feedback Redesign Jobs Tie to Performance Find Rewards Motivation Theories Motivation Practices See page 229. Adapted from Exhibit 6-4: Motivation Practices Resulting from Motivation Theories Motivation Practices

Redesign Jobs Job Enlargement Job Enrichment Adding tasks that are similar in complexity Job Enrichment See pages 232-233. Increasing responsibility

Motivating Associates Find Meaningful Individual Rewards Tie Rewards to Performance Redesign Jobs Job enlargement Job enrichment Provide Feedback Clarify Expectations and Goals See page 238.

Check out http://wileymanagementupdates.com/ Strategic lens Assume that you are managing a talented but unmotivated associate. Also assume that organizational resources needed for the job are generally sufficient. What factors would you consider first in attempting to motivate the associate? Why those factors? A number of theories of motivation suggest that different rewards might be important to different people. How difficult is it to reward people differently for performing the same or similar work? How will your individual motivation affect your career opportunities? See page 236. Check out http://wileymanagementupdates.com/ for daily articles related to management in the news .