1. Motivation Professor: Zvi Aronson 1

2. Motivation Defined Motivation is the process by which a person’s efforts are energized, directed and sustained toward achieving a goal.

3. Intrinsic vs. Extrinsic Motivation that comes from within When one truly enjoys what they do The task itself is a reward Comes from outside – external motivation Easier to produce (Artificial) Usually in the form of money or equity 3

4. Intrinsic Motivation 4 Steve Jobs:

5. Designing Appropriate Rewards Programs Open-Book Management – An organization’s financial statements are shared with all employees Employee Recognition Programs – Programs that consist of personal attention and expressions of interest, approval, and appreciation for a job well done Pay-for-Performance Programs – Variable compensation plans that pay employees on the basis of some performance measurement

6. Theories of Motivation Early: Maslow’s Hierarchy of Needs McGregor’s 3 Factor Theory McClelland’s Three-Needs Theory Contemporary: Goal Setting Theory Job Characteristics Model Equity Theory Expectancy Theory 6

8. McGregor’s Theory X and Theory Y Douglas McGregor is best known for proposing two assumptions about human nature: Theory X – The assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to work Theory Y – The assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction

9. Herzberg’s Two-Factor Theory Herzberg’s two-factor theory proposes that: Intrinsic factors are related to job satisfaction Extrinsic factors are associated with job dissatisfaction Hygiene Factors Factors that eliminate job dissatisfaction but don’t motivate. Motivators Factors that increase job satisfaction and motivation

10. McClelland’s Three-Needs Theory Three acquired needs are major motives at work Need for Achievement (nAch) – The drive to succeed and excel in relation to a set of standards Need for Power (nPow) – The need to make others behave in a way that they would not have behaved otherwise Need for Affiliation (nAff) – The desire for friendly and close interpersonal relationships

11. Goal Setting Theory Locke and Latham ’ s Goal Setting Theory Goals influence people ’ s beliefs about their ability to perform a task It motivates because people compare their present capacity to perform with that required to succeed at the goal As a result, goals should be “ SMART ” Specific, Measurable, Aggressive, Relevant, and Time-bound. The more involved employees are in setting goals, the more likely they will accept and be committed to them.

12. Job Chars. Theory of Work Motivation Skill variety Task Identity Task Significance Autonomy Feedback Experienced Meaningfulness Of work Experienced Responsibility for outcomes of the Work Knowledge of the Actual results of the Work activities Internal Work Motivation Growth Satisfaction General Job Satisfaction Work Effectiveness Core Job dimensionsCritical Psychological States Affective and behavioral outcomes Moderators 1. Knowledge&Skills; 2. Growth need strength; 3. Context Satisfaction

13. Equity Theory Adam ’ s Equity Theory People are only motivated to the extent that they believe they are being treated fairly in comparison to person(s) highly similar to themselves. This is determined based on comparison of outcome/input ratios. If unfair, there is a problem. If higher than other, feel guilty If lower than other, feel anger. Related to “Procedural Justice Theory ” People are only motivated to the extent they believe the procedures used to determine outcomes are fair.

14. Expectancy Theory People are motivated based on their anticipated returns for their actions/inputs. Expectancy: Subjective probability that a person ’ s action will be followed by a specific outcome. 2 types: Effort–performance expectancy: person ’ s belief that effort leads to a desired performance level Performance–outcome expectancy: person ’ s belief that performance will be followed by some outcome (also known as instrumentality) Valence: preference people have among outcomes

15. Motivating a Diverse Workforce Compressed Workweek – A workweek in which employees work longer hours per day but fewer days per week Flexible Work Hours (flextime) – A scheduling system in which employees are required to work a certain number of hours per week but are free, within limits, to vary the hours of work

16. Motivating a Diverse Workforce (cont.) Job Sharing – When two or more people split (share) a fulltime job Telecommuting – A job approach in which employees work at home but are linked by technology to the workplace