©Prentice Hall, 2001Chapter 61 Basic Motivation Concepts Chapter 6

©Prentice Hall, 2001Chapter 62 Learning Objectives Outline the motivation process Describe Maslow’s need hierarchy Contrast Theory X and Theory Y Differentiate motivators from hygiene factors Examine the job characteristics that high achievers prefer

©Prentice Hall, 2001Chapter 63 Learning Objectives Examine goals that increase performance State the impact of under-rewarding employees Clarify relationships in expectancy theory Learn how the contemporary theories of motivation complement each other

©Prentice Hall, 2001Chapter 64 What Is Motivation? Direction Persistence Intensity Goals

©Prentice Hall, 2001Chapter 65 Maslow’sHierarchy of Needs SelfEsteemSocialSafetyPhysiological

©Prentice Hall, 2001Chapter 66 Theory X Workers Dislike Work Avoid Responsibility Little Ambition Theory Y Workers Enjoy Work Accept Responsibility Self-Directed Douglas McGregor

©Prentice Hall, 2001Chapter 67 Herzberg’s Two-Factor Theory Hygiene Factors Motivational Factors Quality of supervision Rate of pay Company policies Working conditions Relations with others Job security Quality of supervision Rate of pay Company policies Working conditions Relations with others Job security Career Advancement Personal growth Recognition Responsibility Achievement Career Advancement Personal growth Recognition Responsibility Achievement High Job Dissatisfaction Job Satisfaction 0

©Prentice Hall, 2001Chapter 68 Alderfer’s ERG Theory ExistenceExistence Growth RelatednessRelatedness

©Prentice Hall, 2001Chapter 69 The Theory of Needs DavidMcClelland The Theory of Needs DavidMcClelland Need for Achievement(nAch) Achievement(nAch) Power(nPow) Power(nPow) Affiliation(nAff) Affiliation(nAff)

©Prentice Hall, 2001Chapter 610 McClelland’s Theory of needs nAch: moderately challenging goals, not too easy, not difficult, stretching nPow: status-oriented, competitive, “in charge”, nAff: be liked and accepted; cooperative

©Prentice Hall, 2001Chapter 611 Need Theory and Job Performance Achievers prefer jobs that offer –Personal responsibility –Feedback –Moderate risks –Not a good manager Interested in how they doing personally, rather than influencing others. Npow and Naff –Related to managerial success

©Prentice Hall, 2001Chapter 612 Cognitive Evaluation Intrinsic Motivators Intrinsic Motivators Extrinsic Motivators Extrinsic Motivators

©Prentice Hall, 2001Chapter 613 Cognitive evaluation theory Interdependence, rather than independence between intrinsic and extrinsic rewards Allocating extrinsic rewards reduce intrinsic rewards Loss control over one’s own behavior Implications –Individual pay non-contingent on performance

©Prentice Hall, 2001Chapter 614 Specificity Challenge Feedback Participation Commitment Self-efficacy Task Characteristics Culture Goal-Setting Theory

©Prentice Hall, 2001Chapter 615 Reinforcement Theory Behavior is a pattern of its consequences Consequences Rewards No Rewards Punishment Behavior

©Prentice Hall, 2001Chapter 616 Ratio Comparison* Employee’s Perception Outcomes A Inputs A Outcomes A Inputs A Outcomes A Inputs A Outcomes B Inputs B Outcomes B Inputs B Outcomes B Inputs B < = > Inequity (Under-Rewarded) Equity Inequity (Over-Rewarded) * Where A is the employee, and B is a relevant other or referent. Equity Theory

©Prentice Hall, 2001Chapter 617 Research into Equity Perceived fairness Amount and Allocation of Rewards Perceived Fairness of the Distribution Process DistributiveJusticeProceduralJustice

©Prentice Hall, 2001Chapter 618 Expectancy Theory 3. Rewards-personal goals relationship 1. Effort-performance relationship 2. Performance-rewards relationship IndividualEffortIndividualPerformance PersonalGoals OrganizationalRewards 1 2 3

©Prentice Hall, 2001Chapter 619 Performance Dimensions OpportunityMotivation Ability Performance

©Prentice Hall, 2001Chapter 620 An Integrative Model of Motivation Personal Goals Personal Goals Individual Performance Individual Performance Individual Effort Individual Effort Goals Direct Behavior Goals Direct Behavior High nAch High nAch Ability Opportunity Performance Appraisal Criteria Performance Appraisal Criteria Performance Appraisal System Performance Appraisal System Reinforcement Dominant Needs Dominant Needs Equity Comparison O I A I B Equity Comparison O I A I B Organization Rewards Organization Rewards

©Prentice Hall, 2001Chapter 621 Motivation Theories Are Culture Bound Need for AchievementHierarchy of Needs Equity Theory