1. © Prentice Hall, 2005 1 - 1

2. © Prentice Hall, 2005 1 - 2ObjectivesObjectives 1.A basic understanding of human motivation 2.Insights into various human needs 3.An appreciation for the importance of motivating organization members 4.An understanding of various motivation strategies

3. © Prentice Hall, 2005 1 - 3 The Motivation Process Defining Motivation Process Theories of Motivation The Needs-Goal Theory of Motivation The Role of Individual Needs The Vroom Expectancy Theory of Motivation Motivation and Perceptions Equity Theory of Motivation To right the inequity some will : 1. Change their work inputs 2. Try to change the compensation 3. Try to change their own perception 4. Leave the situation

4. © Prentice Hall, 2005 1 - 4 The Motivation Process

5. © Prentice Hall, 2005 1 - 5 The Motivation Process

6. © Prentice Hall, 2005 1 - 6 The Motivation Process Process Theories of Motivation (continued) The Porter–Lawler Theory of Motivation The Motivation Process 1. Perceived value 2. Effectively accomplishes 3. Perceived fairness

7. © Prentice Hall, 2005 1 - 7 The Motivation Process

8. © Prentice Hall, 2005 1 - 8 The Motivation Process Content Theories of Motivation: Human Needs Maslow’s Hierarchy of Needs Physiological needs Security needs Social needs Esteem needs Self-actualization needs Alderfer’s ERG Theory 1. Existence needs 2. Relatedness needs 3. Growth needs

9. © Prentice Hall, 2005 1 - 9 The Motivation Process

10. © Prentice Hall, 2005 1 - 10 The Motivation Process Content Theories of Motivation: Human Needs (continued) Argyris’s Maturity-Immaturity Continuum 1.From a state of passivity to increasing activity 2.From a state of dependence on others to relative independence 3.From being capable of behaving only in a few ways to being capable of behaving in many different ways 4.From having erratic, casual, shallow, and quickly dropped interests to having deeper, more lasting interests 5.From having a short time perspective to having a much longer one 6.From being in a subordinate position to aspiring to occupy an equal or superordinate position 7.From a lack of self-awareness to awareness and control over self

11. © Prentice Hall, 2005 1 - 11 The Motivation Process Content Theories of Motivation: Human Needs (continued) McClelland’s Acquired Needs Theory 1. Need for achievement (nAch) 2. Need for power (nPower) 3. Need for affiliation (nAff)

12. © Prentice Hall, 2005 1 - 12 Motivating Organization Members The Importance of Motivating Organization Members Strategies for Motivating Organization Members Managerial Communication Theory X–Theory Y Job Design Earlier Job Design Strategies Job Rotation Job Enlargement Job Enrichment Job Enrichment and Productivity Flextime Advantages of Flextime

13. © Prentice Hall, 2005 1 - 13 Motivating Organization Members

14. © Prentice Hall, 2005 1 - 14 Motivating Organization Members

15. © Prentice Hall, 2005 1 - 15 Motivating Organization Members

16. © Prentice Hall, 2005 1 - 16 Motivating Organization Members

17. © Prentice Hall, 2005 1 - 17 Motivating Organization Members Strategies for Motivating Organization Members (continued) Behavior Modification Reinforcement Punishment Applying Behavior Modification 1.Giving different levels of rewards to different workers 2.Telling workers what they are doing wrong 3.Punishing workers privately 4.Always giving out rewards and punishments that are earned

18. © Prentice Hall, 2005 1 - 18 Motivating Organization Members Strategies for Motivating Organization Members (continued) Likert’s Management Systems System 1—Lack of confidence or trust System 2—Condescending confidence and trust System 3—Substantial confidence System 4—Complete trust and confidence Styles, Systems, and Productivity Monetary Incentives Nonmonetary Incentives

19. © Prentice Hall, 2005 1 - 19 Motivating Organization Members

20. © Prentice Hall, 2005 1 - 20 Questions