1. Chapter 13 Motivation MGMT Chuck Williams
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2. Motivation Motivation Direction Persistence Initiation
Motivation is the set of forces that initiates, directs, and makes people persist in their efforts to accomplish a goal. In terms of this definition, initiation of effort is concerned with the choices that people make about how much effort to put forth in their jobs.
Direction of effort is concerned with the choices that people make in deciding where to put forth effort in their jobs.
Persistence of effort is concerned with the choices that people make about how long they will put forth effort in their jobs before reducing or eliminating those efforts.

3. Extrinsic and Intrinsic Effort and Performance
Basics of Motivation
Extrinsic and Intrinsic
Rewards
Motivating People
Effort and Performance
Need
Satisfaction 1

4. Maslow’s Hierarchy of Needs
Esteem
Belongingness
Safety
Physiological
Self-Actualization
Maslow’s Hierarchy of needs suggests that people are motivated by these factors.
Physiological: food and water
Safety: physical and economic
Belongingness: friendship, love, social interaction
Esteem: achievement and recognition
Self-actualization: realizing your full potential
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5. Aldefer’s ERG Theory Growth Relatedness Existence 1.2
Aldefer’s ERG Theory collapses Maslow’s five needs into three.
Existence: safety and physiological needs
Relatedness: belongingness
Growth: esteem and self-actualization
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6. McClelland’s Learned Needs Theory
Achievement
Affiliation
Power
McClelland’s Learned Needs Theory suggests that people are motivated by the need for affiliation, the need for achievement, or the need for power.
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7. Motivating with the Basics
Ask people what their needs are
Satisfy lower-order needs first
Expect people’s needs to change
Satisfy higher order needs by looking for ways to allow employees to experience intrinsic rewards
Start by asking people what their needs are. If managers don't know what workers’ needs are, they won't be able to provide them the opportunities and rewards that can satisfy those needs.
Next, satisfy lower order needs first. Since higher order needs will not motivate people as long as lower order needs remain unsatisfied, companies should satisfy lower order needs first. In practice, this means providing the equipment, training, and knowledge to create a safe workplace free of physical risks, paying employees well enough to provide financial security, and offering a benefits package that will protect employees and their families through good medical coverage and health and disability insurance.
Expect people's needs to change. As other needs are satisfied or situations change, managers should expect that employees' needs will change. In other words, what motivated people before may not motivate them again. Likewise, what motivates people to accept a job may not necessarily motivate them once they have a job.
Finally, as needs change and lower order needs are satisfied, satisfy higher order needs by looking for ways to allow employees to experience intrinsic rewards. Recall that intrinsic rewards such as accomplishment, achievement, learning something new, and interacting with others are the natural rewards associated with performing a task or activity for its own sake. And with the exception of influence (power), intrinsic rewards correspond very closely to higher order needs that are concerned with relationships (belongingness, relatedness, and affiliation) and challenges and accomplishments (esteem, self-actualization, growth, and achievement).
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8. Equity Theory 2 Components of Equity Theory
Reaction to Perceived Inequity
Motivating People Using Equity Theory
Equity theory says that people will be motivated when they perceive that they are being treated fairly. In particular, equity theory stresses the importance of perceptions. So, regardless of the actual level of rewards people receive, they must also perceive that they are being treated fairly relative to others.
For example, the average CEO makes 289 times more than the average blue-collar worker. Many people believe that CEO pay is high and unfair; others believe that CEO pay is fair because the supply and demand determine what CEOs are paid. Equity theory says that equity, like beauty, is in the eye of the beholder. 2

9. Motivating with Expectancy Theory Components of Expectancy
Expectancy theory says that people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they are offered attractive rewards. 3

10. Reinforcement Theory Components of Reinforcement Theory Schedules for
Delivering Reinforcement
Motivating with Reinforcement Theory
Reinforcement theory says that behavior is a function of its consequences, that behaviors followed by positive consequences (i.e., reinforced) will occur more frequently, and that behaviors followed by negative consequences, or not followed by positive consequences, will occur less frequently.
More specifically, reinforcement is the process of changing behavior by changing the consequences that follow behavior. Reinforcement has two parts: reinforcement contingencies and schedules of reinforcement. Reinforcement contingencies are the cause-and-effect relationships between the performance of specific behaviors and specific consequences.
A schedule of reinforcement is the set of rules regarding reinforcement contingencies, such as which behaviors will be reinforced, which consequences will follow those behaviors, and the schedule by which those consequences will be delivered. 4

11. Goal-Setting Theory Goal Specificity the clarity of goals
Goal Difficulty
how challenging
goals are
Goal Acceptance
how well goals are agreed to or understood
Performance Feedback
information on goal progress
Goal specificity is the extent to which goals are detailed, exact, and unambiguous. Specific goals, such as "I'm going to have a 3.0 average this semester," are more motivating than general goals, such as "I'm going to get better grades this semester."
Goal difficulty is the extent to which a goal is hard or challenging to accomplish. Difficult goals such as "I'm going to have a 3.5 average and make Dean's List this semester," are more motivating than easy goals such as "I'm going to have a 2.0 average this semester.”
Goal acceptance is the extent to which people consciously understand and agree to goals. Accepted goals, such as "I really want to get a 3.5 average this semester to show my parents how much I've improved," are more motivating than unaccepted goals, such as "My parents really want me to get a 3.5 this semester, but there's so much more I’d rather do on campus than study!"
Performance feedback is information about the quality or quantity of past performance and indicates whether progress is being made toward the accomplishment of a goal. Performance feedback such as "My prof said I need a 92 on the final to get an A in the class" is more motivating than no feedback ("I have no idea what my grade is in that class“). In short, goal-setting theory says that people will be motivated to the extent to which they accept specific, challenging goals and receive feedback that indicates their progress toward goal achievement.
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