CHAPTER 13 HUMAN MOTIVATION

MANAGEMENT IN ACTION: HUMAN MOTIVATION Defined as resulting from the interaction of an individual’s internal needs and external influences involves perceptions of equity and expectancy previous conditioning, goal setting and the organizational climate and culture motivation determines behavior

THE MOTIVATION MODEL Unsatisfied Needs--deficiencies that an individual experiences Tension--to satisfy those deficiencies at a particular time Wants--actions to address perceived/real deficiencies

THE MOTIVATION MODEL Behavior--attitudes based on values toward the deficiencies Action Toward Goal Achievement--satisfying deficiencies Feedback--validation of efforts or motivation/morale decline

THE INTEGRATED MOTIVATION MODEL Past Experiences satisfactions frustrations effort required relationship of performance to rewards Environmental Influences organizational values managerial actions and expectations

THE INTEGRATED MOTIVATION MODEL Perceptions effort to achieve performance value of the reward potential equity/inequality Skills Needed Incentives Supplied by Manager Refer to Exhibit 12.3

CONTENT THEORIES OF MOTIVATION Motivation Theories That Focus on Needs Maslow’s Hierarchy of Needs Herzberg’s Hygiene Theory McClelland’s Need for Achievement Theory Aldefer’s ERG Theory

PROCESS THEORIES OF MOTIVATION Motivation Theories That Focus of Behaviors Vroom’s Expectancy Theory Skinner’s Reinforcement Theory Lewin’s Equity Theory Drucker’s Goal-Setting Theory

BUILDING A MANAGEMENT PHILOSOPHY McGregor’s Theory X and Theory Y Ouchi’s Theory Z Argyris’s Maturity Theory Deming’s Fourteen Points Juran’s Quality Culture Crosby’s Seven Habits Joiner’s Fourth Generation Management

MANAGING FOR MOTIVATION Treating People as Individuals Providing Support Recognizing Cultural Diversity Empowering People Providing an Effective Reward System Re-Designing Jobs Promoting Intrapreneurship Creating Flexibility