1. Chapter 13 Motivation
MGMT7
© 2014 Cengage Learning

2. 13-1 explain the basics of motivation
13-2 use equity theory to explain how employees’ perceptions of fairness affect motivation
13-3 use expectancy theory to describe how workers’ expectations about rewards, effort, and the link between rewards and performance influence motivation
13-4 explain how reinforcement theory works and how it can be used to motivate
13-5 describe the components of goal-setting theory and how managers can use them to motivate workers
13-6 discuss how the entire motivation model can be used to motivate workers
© 2014 Cengage Learning

3. Motivation Is…
The set of forces that initiates, directs, and makes people persist in their efforts to accomplish a goal.
© 2014 Cengage Learning

4. The Basics of Motivation
Effort and performance
Need satisfaction
Extrinsic and intrinsic rewards
How to motivate with the basic model of motivation
13-1
© 2014 Cengage Learning

5. Effort and Performance
Job Performance = Motivation x Ability x Situational Constraints
13-1
© 2014 Cengage Learning

6. Need Satisfaction 13-1 Needs
the physical or psychological requirements that must be met to ensure survival and well-being
A person’s unmet need creates an uncomfortable, internal state of tension that must be resolved.
People are motivated by unmet needs
Managers must learn what those unmet needs are, and address them.
Once a need is met, it no longer motivates.
13-1
© 2014 Cengage Learning

7. Predictions of Need Theories
Maslow
needs are arranged in a hierarchy from low to high; people are motivated by their lowest unsatisfied needs
Alderfer
people can be motivated by more than one need at a time
McClelland
the degree to which particular needs motivate varies from person to person
13-1
© 2014 Cengage Learning

8. “What Leads to Effort?” 13-1
Higher-order needs will not motivate as long as lower-order needs remain unsatisfied.
It’s difficult to predict which higher-order needs will motivate employees’ behavior.
The relative importance of the various needs may change over time.
13-1
© 2014 Cengage Learning

9. Extrinsic and Intrinsic Rewards
Extrinsic rewards
tangible and visible to others and are given to employees contingent on the performance of specific tasks or behaviors
Intrinsic rewards
the natural rewards associated with performing a task or activity for its own sake
13-1
© 2014 Cengage Learning

10. Motivating with the Basics
Start by asking people what their needs are
Satisfy lower-order needs first
Expect peoples needs to change
As needs change and lower-order needs are satisfied, create opportunities for employees to satisfy higher-order needs
13-1
© 2014 Cengage Learning

11. Equity Theory
People will be motivated at work when they perceive that they are being treated fairly. In particular, equity theory stresses the importance of perceptions.
13-2
© 2014 Cengage Learning

12. Forms of Inequity Underreward Overreward 13-2
when you are getting fewer outcomes relative to your inputs than the referent
Overreward
when you are getting more outcomes relative to your inputs than the referent
13-2
© 2014 Cengage Learning

13. Reacting to Inequity 13-2 Decreasing or withholding inputs
Increasing outcomes
Rationalize or distort inputs to outcomes
Changing the referent
Employees may leave
13-2
© 2014 Cengage Learning

14. Motivating with Equity Theory
Start by looking for and correcting major inequities
Reduce employees’ inputs
Make sure decision-making processes are fair
distributive justice
procedural justice
13-2
© 2014 Cengage Learning

15. Components of Expectancy Theory
Motivation = Valence x Expectancy x Instrumentality
Valence -The degree of attractiveness an individual, activity, or object possesses as a behavioral goal.
13-3
© 2014 Cengage Learning

16. Motivating with Expectancy Theory
Systematically gather information to find out what employees want from their jobs
Take specific steps to link rewards to individual performance in a clear and understandable way
Empower employees to make decisions if management really wants them to believe that their hard work and effort will lead to good performance
13-3
© 2014 Cengage Learning

17. Reinforcement Theory 13-4
Behavior is a function of its consequences, behaviors followed by positive consequences will occur more frequently, and behaviors followed by negative consequences, or not followed by positive consequences, will occur less frequently.
Reinforcement
Reinforcement contingencies
Schedule of reinforcement
13-4
© 2014 Cengage Learning

18. Components of Reinforcement Theory
Positive reinforcement
Negative reinforcement
Punishment
Extinction
13-4
© 2014 Cengage Learning

19. Schedules for Delivering Reinforcement
Continuous
Intermittent
fixed interval
variable interval
fixed ratio
variable ratio
13-4
© 2014 Cengage Learning

20. Motivating with Reinforcement Theory
Identify, measure, analyze, intervene, evaluate
Don’t reinforce the wrong behaviors
Correctly administer punishment at the appropriate time
Choose the simplest and most effective schedule of reinforcement
13-4
© 2014 Cengage Learning

21. Components of Goal-Setting Theory
Goal specificity
Goal difficulty
Goal acceptance
Performance feedback
13-5
© 2014 Cengage Learning

22. Motivating with Goal-Setting Theory
Assign employees specific, challenging goals
Make sure workers truly accept organizational goals
Provide frequent, specific, performance-related feedback
13-5
© 2014 Cengage Learning