6-1 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.

Chapter 6 6 Motivation: Increasing Productivity

6-3 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. What is Motivation? McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. This question has puzzled scholars and managers for many years. To be truly motivated is to feel a need to do whatever is necessary to reach a goal or purpose. A large motivating factor on the job is the organizational climate.

6-4 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Major Theories of Motivation McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Theories X and Y Douglas McGregor Need-Based Theories Hierarchy of Needs: Abram Maslow McClelland’s Needs: David McClelland Two-Factor: Frederick Herzberg Job Enrichment: Hackman and Oldham Behavior-Based Theories Expectancy: Victor Vroom Reinforcement/Behavior Modification: B.F. Skinner

6-5 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. General Theories of Motivation McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Theory X Extrinsic rewards Theory Y Intrinsic rewards In Chapter 4 you learned about Douglas McGregor’s Theories X and Y, and how they related to attitudes. Theories X and Y can also apply to human motivation.

6-6 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Examples of Intrinsic and Extrinsic Rewards McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Increased responsibility Opportunities for personal growth Ability to participate in decision making Variety of job activities More job freedom Performance bonuses Profit sharing program Impressive titles Pay raises Preferred office furnishings and lunch hours Longer vacations Intrinsic Rewards Extrinsic Rewards

6-7 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Need-Based Theories of Motivation McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  In the past, money was thought to be the main motivator.  Today, inner needs are often seen as more important.

6-8 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Maslow’s Hierarchy of Needs Physiological Safety and security Belongingness and love Esteem Self- Actualization

6-9 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. McClelland’s Manifest Needs Theory Power needs Affiliatio n needs Attention needs

6-10 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Herzberg’s Two-Factor Theory McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Pay  Status  Security  Working conditions  Fringe benefits  Policies and administrative practices  Interpersonal relations Hygiene factors The Environment Motivators The Job Dissatisfaction No Dissatisfaction No Job Satisfaction Job Satisfaction  Meaningful and challenging work  Recognition for accomplishment  Feeling of achievement  Increased responsibility  Opportunities for growth and advancement  The job itself

6-11 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Hackman-Oldham Job Enrichment Model McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Skill Variety  Autonomy  Task identity  Feedback  Task significance  Experienced meaningfulness of the work  Experienced responsibility for outcomes of the work  Knowledge of the actual results of the work  High internal work motivation  High-quality work performance  High satisfaction with the work  Low absenteeism and turnover Five Job Characteristics Employee Growth-Need Strengths Personal and Work Outcomes Three Critical Psychological States

6-12 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Behavior-Based Theories of Motivation McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Expectancy Theory ExpectancyInstrumentalityValence

6-13 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Reinforcement Theory and Behavior Modification McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  The ideas of reinforcement theory are becoming more and more popular in business today. Most of the ideas upon which this theory is based come from the work of psychologist B.F. Skinner. continued

6-14 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Reinforcement Theory and Behavior Modification continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  The major concept of Skinner’s reinforcement theory is behavior modification.  Behavior modification is the process of changing behavior because of a reward, or lack of reward. continued

6-15 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Reinforcement Theory and Behavior Modification continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Examples of effective reinforcers (or incentives) overlap considerably with examples of extrinsic rewards, since they are essentially the same thing.  To make reinforcers or incentives more effective, the employees involved should have the opportunity for goal setting.

6-16 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Suggestions for Goal Setting McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. 1. Have employees participate in the goal setting process. 2. Make goals challenging but attainable, specific, and attractive. 3. Provide feedback on how the employees are doing in meeting their goals. 4. Reward employees for reaching their goals.

6-17 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Motivation and Self-Esteem McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  As studies of motivational theories show, the desire to feel better about yourself is a main motivator in the workplace. In the same way, you are also motivated not to perform tasks that threaten your self- esteem.

6-18 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Self-Esteem and Job Performance McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  The attempt to maintain self- esteem on the job is important in understanding your motivation to do a task at all.

6-19 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Strategy for Success 6.1: Applying McClelland’s Theory 1. Take a look at your needs. 2. Take a look at what you want in life. 3. Take a look at how the need areas apply in the workplace.

6-20 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Strategy for Success 6.2: Changing Your Behavior 1. Change a behavior or bad habit. 2. Take small steps to reach your goal using Skinner’s idea of shaping. 3. Find a small reward to motivate you. 4. Reward yourself to reinforce the desired behavior.

Chapter 6 6 End of Chapter 6