Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 1 Human Motivation MANAGEMENT Meeting and Exceeding Customer Expectations EIGHTH EDITION Prepared by Deborah Baker Texas Christian University

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 2 learning objectives 1. Discuss the factors that stimulate and influence motivation 2. Differentiate between content and process theories of motivation 3. List the five levels of needs according to Maslow and give an example of each 4. Discuss the impact of hygiene and motivation factors in the work environment 5. Explain the characteristics of a person with high-achievement needs 6. Identify the needs associated with ERG theory

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 3 learning objectives (continued) 7. Discuss the relationship between expectations and motivation 8. Explain the relationship between reinforcement and motivation 9. Explain how equity influences motivation 10. Explain how goals influence motivation 11. Discuss the importance of a manager’s philosophy of management in creating a positive work environment 12. Describe how managers can structure the environment to provide motivation

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 4 Challenge of Motivation Quality of Work Life Factors in the work environment contributing positively or negatively to workers’ physical and emotional well-being and job satisfaction. Enhances workers’ dignity. Improves physical and emotional well-being. Enhances the satisfaction of individual achievement

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 5 Challenge of Motivation

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 6 Basics of Motivation Motivation The result of the interaction of a person’s internalized needs and external influences that determine behavior 1 1. Concerned with: –what prompts people to act –what influences their choice of action –why they persist in acting in a certain way

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 7 Motivation Model 1 1

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 8 Factors in Choosing a Behavior Past experiences 2. Environmental influences 3. Perceptions

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 9 Motivation Process from a Business Perspective 1 1. Unsatisfied needs stimulate wants. Behavior is identified to satisfy the want. The individual takes action. The individual receives feedback

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Integrated Motivational Model 1 1

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Theories of Motivation 2 2 Content Theories A group of motivation theories emphasizing the needs that motivate people Process Theories Process Theories A group of theories that explain how employees choose behaviors to meet their needs and how they determine whether their choices were successful

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Maslow’s Hierarchy of Needs 3 3 Four Premises 1. Only an unsatisfied need can influence behavior; a satisfied need is not a motivator 2. A person’s needs are arranged in a priority order of importance 3. A person will at least minimally satisfy each level of need before feeling the need at the next level 4. If need satisfaction is not maintained at any level, the unsatisfied need will become a priority once again

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Maslow’s Hierarchy of Needs 3 3 Food Clothing Shelter Comfort Self-Preservation Physical Needs Security for Self and Possessions Avoidance of Risks Avoidance of Harm Avoidance of Pain Safety Needs Companionship Acceptance Love and Affection Group Membership Social Needs Responsibility Self-Respect Recognition Sense of Accomplishment Esteem Needs Reaching Your Potential Independence Creativity Self-Expression Self- Realization Needs

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Herzberg’s Two-Factor Theory 4 4 Motivators Hygiene Factors Hygiene Factors

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Hygiene Factors 4 4 Salary Job Security Working Conditions Status Company Policies Quality of Technical Supervision Quality of Interpersonal Relations

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Motivation Factors 4 4 Achievement Recognition Responsibility Advancement The Work Itself Possibility of Growth

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Hygiene and Motivation Factors 4 4

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter A strong achievement need relates to how well individuals are motivated to perform their work 2. The achievement need can be strengthened by training McClelland & the Need for Achievement 4 4 Achievement Power Affiliation

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter High Achiever 5 5. Performs a task because of a need for personal achievement. Prefers to take personal responsibility for solving problems. Prefers to set moderate goals that, with stretching, are achievable. Prefers immediate and concrete feedback about performance Characteristics

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Power-Motivated Person 5 5. Needs to acquire, exercise, and maintain influence over others. Competes with others if success will allow them to be dominant. Does not avoid confrontations Characteristics

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Affiliator 5 5. Wants to be liked by other people. Attempts to establish friendships. Seeks to avoid conflict. Prefers conciliation Characteristics

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Comparison of Theories 5 5

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Alderfer’s ERG Theory 6 6 Existence Relatedness Growth

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Comparison of Theories 6 6

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Behavior-Oriented Theories 7 7 Equity Theory Goal-Setting Theory Reinforcement Theory Expectancy Theory Expectancy Theory

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Expectancy Theory 7 7 A motivation theory stating that three factors influence behavior: the value of rewards, the relationship of rewards to the necessary performance, and the effort required for performance

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Expectancy Theory Effort-performance link 2. Performance-reward link 3. Attractiveness

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Model of Expectancy Theory 7 7 Behavior Motivation Behavior Motivation Individual Effort Required Individual Effort Required Individual Performance Organizational Rewards Domestic Problems

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Behavior Motivation 7 7. Understand that employees measure the value associated with the assignment. Find out what outcomes are perceived as desirable by employees and provide them. Make the job intrinsically rewarding. Effectively and clearly communicate behaviors and their outcomes. Link rewards to performance. Be aware that people and their goals, needs, desires, and performance levels differ. Strengthen each individual’s perceptions of his or her ability to execute desired behaviors and achieve outcomes by providing guidance and direction

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Reinforcement Theory 8 8 A motivation theory that states a supervisor’s reactions and past rewards and penalties affect employees’ behavior

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Reinforcement Theory 8 8 Stimulus Manager’s Request Stimulus Manager’s Request Results Learned Behavior Response Individual Behavior Reward Positive Recognition Reward Positive Recognition Reinforcement Consistent Rewards Reinforcement Consistent Rewards

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Types of Reinforcement 8 8 Positive Reinforcement Avoidance Punishment Extinction

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Implications for Managers 8 8. Tell individuals what they can do to get positive reinforcement. Tell individuals what they are doing wrong. Base rewards on performance. Administer the reinforcement as close in time to the behavior as possible. Recognize that failure to reward can also modify behavior

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Equity Theory 9 9 A motivation theory stating that comparisons of relative input- outcome ratios influence behavior choices

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Equity Theory 9 9 Comparison: Self to Others Motivation to Rationalize, Fight Inequity, or Quit Result: Inequity Motivation to Perform Result: Equity

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Implications for Managers 9 9. Employees are motivated by absolute and relative rewards. Employees make conscious comparisons of equity that influence their motivation levels. Managers need to recognize that perceptions of equity are not a one-time occurrence

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Goal-Setting Theory 10 Goal-Setting Theory Goal-Setting Theory A motivation theory stating that behavior is influenced by goals, which tell employees what they need to do and how much effort they need to expend Approaches: 1. managers may set goals for employees or 2. employees and managers develop employee goals together

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Implications for Managers 10. Work with employees in setting goals. Make goals specific rather than general. Provide feedback on performance

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Building a Philosophy of Management 11 Philosophy of Management A manager’s attitude about work and the people who perform it, which influences the motivation approaches he or she selects

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Building a Philosophy of Management 11 Theory X and Theory Y Argyris’s Maturity Theory Development of Management Expectations

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Theory X and Theory Y 11 Theory X A philosophy of management with a negative perception of subordinates’ potential for and attitudes toward work Theory Y A philosophy of management with a positive perception of subordinates’ potential for and attitudes toward work

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Argyris’s Maturity Theory 11 People who have reached maturity…. Tend to be active rather than passive. Are independent rather than dependent. Are self-aware rather than unaware. Are self-controlled rather than controlled by others

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Argyris’s Concerns 11 A mature personality conflicts with organizations… 1. The formal chain of command limits self-determination 2. The span of control decreases a person’s self-determination 3. Unity of direction places objectives under the control of one manager 4. Specialization of labor limits initiative and self-determination

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Development of Expectations 11 John L. Single reports that…. Subordinates do what they believe they are expected to do. Ineffective managers fail to develop high expectations for performance. Managers perceived as excellent create high performance expectations that their employees can fulfill

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Incorporating Expectations 11 Phase 1 Phase 2 Develop and communicate expectations of performance Be consistent in expectations and in communicating them

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Managing for Motivation 12 Treat people as individuals Recognize and value diversity Promote intrapreneurship Provide an effective reward system Provide support Empower employees Create flexibility in work Redesign jobs

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter An Effective Reward System 12 CharacteristicsCharacteristics. Rewards must satisfy the basic needs of all employees. Rewards must be comparable to those offered by competitive organizations in the same area. Rewards must be equally available to people in the same positions and be distributed fairly and equitably. The reward system must be multifaceted

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Job Redesign 12. Requires a knowledge of and concern for human qualities. Requires knowledge of the qualities of jobs. Usually tailors a job to fit the person who must perform it

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Approaches to Job Redesign 12 Job Enlargement Job Rotation Job Rotation Increasing the variety or the number of tasks a job includes Temporarily assigning people to different jobs on a rotating basis Job Enrichment Job Enrichment Designing a job to provide more responsibility, control, feedback, and authority

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Elements of Job Enrichment 12 Variety of tasks Task importance Feedback Task responsibility

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Promoting Intrapreneurship 12. Encourage action. Use informal meetings whenever possible. Tolerate failure and use it as a learning experience. Be persistent. Reward innovation for innovation’s sake. Plan physical layout to encourage informal communication. Reward and/or promote innovative personnel. Encourage people to go around red tape. Eliminate rigid procedures. Organize people into small teams to pursue future-oriented projects

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Creating Flexibility 12 Flextime Compressed Workweek Job Sharing