PowerPoint Presentation by Charlie Cook The University of West Alabama Student Version © 2010 South-Western, Cengage Learning, Inc. All rights reserved.

16–2 The Nature of Motivation MotivationMotivation  The set of forces that cause people to behave in certain ways.  The goal of managers is to maximize desired behaviors and minimize undesirable behaviors. The Importance of Motivation in the WorkplaceThe Importance of Motivation in the Workplace  Determinants of Individual Performance  Motivation—the desire to do the job.  Ability—the capability to do the job.  Work environment—the resources to do the job.

© 2010 South-Western, Cengage Learning, Inc. All rights reserved.16–3 Historical Perspectives on Motivation The Traditional ApproachThe Traditional Approach The Human Relations ApproachThe Human Relations Approach The Human Resource ApproachThe Human Resource Approach

© 2010 South-Western, Cengage Learning, Inc. All rights reserved.16–4 Content Perspectives on Motivation Content PerspectivesContent Perspectives  Try to answer the question, “What factors in the workplace motivate people?” Content Perspective TheoriesContent Perspective Theories  Maslow’s Hierarchy of Needs  Aldefer’s ERG Theory  Herzberg’s Two-Factor Theory  McClelland’s Achievement, Power, and Affiliation Needs

© 2010 South-Western, Cengage Learning, Inc. All rights reserved.16–5 Maslow’s Hierarchy of Needs Physiological Belongingness Security Attending to basic survival and biological functions. Seeking a safe physical and emotional environment. Experiencing love and affection. Esteem Having a positive self-image/self-respect and recognition and respect from others. Self-actualization Realizing one’s potential for personal growth and development.

© 2010 South-Western, Cengage Learning, Inc. All rights reserved.16–6 Content Perspectives… (cont’d) Relatedness Needs Growth Needs Existence Needs The ERG Theory

© 2010 South-Western, Cengage Learning, Inc. All rights reserved.16–7 Content Perspectives… (cont’d) Individual Human Needs (McClelland)Individual Human Needs (McClelland) Need for Achievement Need for Power Need for Affiliation The desire to accomplish a goal or task more effectively than in the past. The desire for human companionship and acceptance. The desire to be influential in a group and to be in control of one’s environment.

© 2010 South-Western, Cengage Learning, Inc. All rights reserved.16–8 Content Perspectives… (cont’d) Implications of the Content PerspectivesImplications of the Content Perspectives Content Perspectives (what causes motivation) Process Perspectives (how motivation occurs)

© 2010 South-Western, Cengage Learning, Inc. All rights reserved.16–9 Motivation Process Perspectives Process PerspectivesProcess Perspectives  Approaches to motivation that focus on:  Search for behavioral options and alternatives  Choice of behavioral options to satisfy needs  Rewards and evaluation of satisfaction after goals are attained. Process Perspective TheoriesProcess Perspective Theories  Expectancy Theory  Porter-Lawler Extension of Expectancy Theory  Equity Theory  Goal-Setting Theory

© 2010 South-Western, Cengage Learning, Inc. All rights reserved.16–10 Reinforcement Perspectives Reinforcement TheoryReinforcement Theory  The role of rewards as they cause behavior to change or remain the same over time.  Assumes that:  Behavior that results in rewarding consequences is likely to be repeated.  Behavior that results in punishing consequences is less likely to be repeated.

© 2010 South-Western, Cengage Learning, Inc. All rights reserved.16–11 Reinforcement in Organizations Positive Reinforcement Avoidance Punishment Extinction Kinds of Reinforcement

© 2010 South-Western, Cengage Learning, Inc. All rights reserved.16–12 Reinforcement Perspectives (cont’d) Fixed IntervalVariable Interval Fixed Ratio Variable Ratio Reinforcement Schedules TimeFrequency

© 2010 South-Western, Cengage Learning, Inc. All rights reserved.16–13 Reinforcement Perspectives (cont’d) Behavior Modification (OB mod)Behavior Modification (OB mod)  A method for applying the basic elements of reinforcement theory in an organizational setting.  Specific behaviors are tied to specific forms of reinforcement. Implications of the Reinforcement PerspectivesImplications of the Reinforcement Perspectives  Consistently applied reinforcement helps maintain employee motivation by:  encouraging (rewarding) positive behaviors.  discouraging (punishing) dysfunctional behaviors.

© 2010 South-Western, Cengage Learning, Inc. All rights reserved.16–14 Popular Motivational Strategies Empowerment and ParticipationEmpowerment and Participation  Empowerment  Enabling workers to set their work goals, make decisions, and solve problems within their sphere of influence.  Participation  Giving employees a voice in making decisions about their work.  Areas of participation for employees:  Making decisions about their jobs.  Decisions about administrative matters  Participating in decision making about broader issues of product quality.

© 2010 South-Western, Cengage Learning, Inc. All rights reserved.16–15 Popular Motivational Strategies (cont’d) Alternative Forms of Working ArrangementsAlternative Forms of Working Arrangements Compressed work schedule Flexible work schedules (flextime) Job sharing Telecommuting Variable Work Schedules

© 2010 South-Western, Cengage Learning, Inc. All rights reserved.16–16 Reward Systems and Performance Individual Incentive Rewards Systems Group and Team Incentive Rewards Systems Individual Merit Rewards Systems Types of Reward Systems

© 2010 South-Western, Cengage Learning, Inc. All rights reserved.16–17 Key Terms motivationmotivation content perspectivescontent perspectives Maslow’s hierarchy of needsMaslow’s hierarchy of needs ERG theory of motivationERG theory of motivation two-factor theory of motivationtwo-factor theory of motivation need for affiliationneed for affiliation need for achievementneed for achievement need for powerneed for power process perspectivesprocess perspectives expectancy theoryexpectancy theory effort-to-performance expectancyeffort-to-performance expectancy outcomesoutcomes valencevalence equity theoryequity theory avoidanceavoidance positive reinforcementpositive reinforcement extinctionextinction variable-ratio schedulevariable-ratio schedule variable-interval schedulevariable-interval schedule participationparticipation

© 2010 South-Western, Cengage Learning, Inc. All rights reserved.16–18 Key Terms behavior modification (OB Mod)behavior modification (OB Mod) compressed work schedulecompressed work schedule job sharingjob sharing telecommutingtelecommuting merit pay planmerit pay plan reward systemreward system piece-rate incentive planpiece-rate incentive plan gainsharing programsgainsharing programs Scanlon planScanlon plan stock option planstock option plan