Motivation in Organizations Chapter Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Learning Objectives 1.Define motivation and explain its importance in the field of organizational behavior. 2.Describe need hierarchy theory and the motivational-fit approach, noting what each suggests about how to improve motivation in organizations. 3.Identify and explain the conditions through which goal setting can be used to improve job performance. 7-2 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Learning Objectives 4.Describe equity theory and how it may be applied to motivating people in organizations. 5.Describe expectancy theory and how it may be applied in organizations. 6.Distinguish among job enlargement, job enrichment, and the job characteristics model as techniques for motivating employees. 7-3 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Motivation The set of processes that arouse, direct, and maintain human behavior toward attaining some goal. 7-4 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Motivation Components 7-5 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Motivation Key Points  Motivation and job performance are not synonymous  Motivation in multifaceted  People are motivated by more than just money 7-6 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Need Hierarchy Theory (Maslow) 7-7 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Motivational Fit Approach 7-8 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Goal Setting Theory 7-9 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Goal Setting Guidelines  Assign specific goals  Assign difficult, but acceptable, performance goals Vertical stretch goals Horizontal stretch goals  Provide feedback on goal attainment 7-10 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Equity Theory 7-11 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Equity Theory 7-12 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Managerial Implications  Avoid underpayment  Avoid overpayment  Be honest and open with employees 7-13 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Expectancy Theory 7-14 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Other Job Performance Determinants  Skills and abilities  Role perceptions  Opportunities to perform 7-15 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Managerial Implications  Clarify people’s expectancies that effort will lead to performance  Administer rewards that are positively valent to employees  Clearly link valued rewards and performance Incentive stock option 7-16 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Structuring Interesting Jobs 7-17 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Job Characteristics Model 7-18 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Managerial Implications 7-19 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

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