Chapter 12 Motivation

Learning Objectives After reading this chapter, you should be able to: Differentiate between extrinsic and intrinsic motivation. Describe the need theories of motivation and their implications for managing. Generate steps that can be taken to improve performance by applying the various process models of motivation. Apply reinforcement principles to manage performance. Identify causes of low performance and how they could be improved using the expectancy model. Understand the basic approaches to motivation. Identify features of job design that can affect worker motivation. Apply the job characteristics model to link job design to motivation.

Motivation Categories of Theories: Types of Motivation: Content theories of motivation seek to understand what underlies and drives motivation Process theories of motivation seek to understand what steps can be taken to improve and maintain motivation Types of Motivation: Intrinsic motivation- comes from the personal satisfaction of the work itself Extrinsic motivation – comes from the rewards that are linked to job performance, such as a paycheck

Content View of Motivation Maslow’s Hierarchy of Needs Alderfer’s ERG Theory McClelland’s Need Theory Herzberg’s Two-Factor Theory

Maslow’s Hierarchy of Needs Self-actualization Esteem Needs Social Needs Safety Needs Physiological Needs

Alderfer’s ERG Theory Growth Relationships Existence

Herzberg’s Two-Factor Theory Hygiene Factors Motivational Factors Quality of supervision Rate of pay Company policies Working conditions Relations with others Job security Career Advancement Personal growth Recognition Responsibility Achievement High Job Dissatisfaction Job Satisfaction High

McClelland’s Needs Theory Need for Achievement Need for Power Need for (nAch) McClelland’s Needs Theory Need for Power (nPow) Need for Affiliation (nAff)

Process View of Motivation Goal-Setting Theory Equity Theory Reinforcement Theory Expectancy Theory

Goal-Setting Theory Effective Goals are: Accepted by employees Challenging and realistic Specific, quantifiable, and measurable

MBO: Cascading of Objectives Organizational Objectives The XYZ Company Divisional Objectives Consumer Products Industrial Products Departmental Objectives Production Sales Customer Service Marketing Research Development Individual Objectives

Fairness is achieved when the ratios are equivalent. Equity Theory Personal Outcomes Others’ Outcomes versus Inputs Inputs Fairness is achieved when the ratios are equivalent.

Equity Theory (cont) Inequity occurs when the ratio is not equivalent and creates cognitive dissonance To restore equity, people may use one of the following: Reduce inputs by cutting back on the effort, and if the imbalance becomes too great, to leave the firm Influence the outcome, such as persuade the boss for a raise Decrease others’ outcomes, such as spread rumors about others Increase effort level if they think they are getting more than they deserve

Positive Reinforcement Negative Reinforcement Reinforcement Theory Conditions Positive Reinforcement Punishment Extinction Negative Reinforcement Apply Contingency Withdraw Positive Negative Nature of Outcome

Expectancy Theory of Motivation Rewards Tasks V2 Instrumentality V1 Instrumentality Expectancy V2 Effort Expectancy V2 Instrumentality V1 Instrumentality V2

Motivation by Design Job Enlargement Job Rotation Job Enrichment Job Characteristics Model

Job Characteristics Model Core job dimensions Critical psychological states Personal and work outcomes Skill variety Experienced High internal Task identity meaningfulness work motivation Task significance of the work High quality Autonomy Experienced work performance responsibility for outcomes of High satisfaction the work with the work Feedback Knowledge of the Low absenteeism actual results of and turnover the work activities Employee growth need strength