1. © 2011 Cengage Learning. All rights reserved. Chapter 5 Motivation at Work Learning Outcomes

2. © 2011 Cengage Learning. All rights reserved. Definition of Motivation Motivation - the process of arousing and sustaining goal- directed behavior Motivation is an attribution Who is responsible for this? Managers need alternative theories for different people, groups, and situations (contexts). What is the role of money in motivation?

3. © 2011 Cengage Learning. All rights reserved. THREE THEORIES OF MOTIVATION Internal –Focus on variables within individual that lead to motivation and behavior. Process –Emphasize nature of interaction between individual and environment. External –Focus on elements in the environment to explain motivation and behavior.

4. Maslow’s Hierarchy of Needs Lowest to highest order © 2011 Cengage Learning. All rights reserved.

5. Theory X and Theory Y A set of assumptions of how to manage individuals who are motivated by lower order needs A set of assumptions of how to manage individuals who are motivated by higher order needs

6. © 2011 Cengage Learning. All rights reserved. McGregor’s Assumptions About People Based on Theory X Naturally indolent Lack ambition, dislike responsibility, and prefer to be led Inherently self-centered and indifferent to organizational needs Naturally resistant to change Gullible, not bright, ready dupes Adapted from Table 5.1 which is from “The Human Side of Enterprise” by Douglas M. McGregor, reprinted from Management Review, November 1957. Copyright 1957 American Management Association International. Reprinted by permission of American Management Association International, New York, NY. All rights reserved. http://www.amanet.org.

7. © 2011 Cengage Learning. All rights reserved. McGregor’s Assumptions About People Based on Theory Y Passive and resistant behaviors not inherent; result of organizational experience People possess –Motivation –Development potential –Capacity for assuming responsibility –Readiness to direct behavior toward organizational goals Adapted from Table 5.1 which is from “The Human Side of Enterprise” by Douglas M. McGregor, reprinted from Management Review, November 1957. Copyright 1957 American Management Association International. Reprinted by permission of American Management Association International, New York, NY. All rights reserved. http://www.amanet.org.

8. Theory X/Y Theory X: Workers are costs Theory Y: Workers are assets How do you explain “lazy” behavior? © 2011 Cengage Learning. All rights reserved.

9. McClelland’s Theory Achievement Power Affiliation 3 categories of needs

10. © 2011 Cengage Learning. All rights reserved. McClelland’s Need Theory: Need for Achievement [Need for Achievement] a manifest (easily perceived) need that concerns individuals’ issues of excellence, competition, challenging goals, persistence, and overcoming difficulties

11. © 2011 Cengage Learning. All rights reserved. McClelland’s Need Theory: Need for Power [Need for Power] a manifest (easily perceived) need that concerns an individual’s need to make an impact on others, influence others, change people or events, and make a difference in life

12. © 2011 Cengage Learning. All rights reserved. McClelland’s Need Theory: Need for Affiliation [ Need for Affiliation ] a manifest (easily perceived) need that concerns an individual’s need to establish and maintain warm, close, intimate relationships with other people

13. Need Theory What combination of needs are present in the best managers? © 2011 Cengage Learning. All rights reserved.

14. Herzberg’s Two-Factor Theory Hygiene factorMotivation factor Both are work conditions, but each addresses a different part of an employee’s experience

15. © 2011 Cengage Learning. All rights reserved. Herzberg’s Two-Factor Theory Hygiene Factor - work condition related to dissatisfaction caused by discomfort or pain –maintenance factor –contributes to employee’s feeling not dissatisfied –contributes to absence of complaints Motivation Factor - work condition related to the satisfaction of the need for psychological growth –job enrichment –leads to superior performance & effort

16. Motivation–Hygiene Theory of Motivation Hygiene factors avoid job dissatisfaction Company policy and administration Supervision Interpersonal relations Working conditions Salary Status Security SOURCE: Adapted from Frederick Herzberg, The Managerial Choice: To be Efficient or to Be Human. (Salt Lake City: Olympus, 1982). Reprinted by permission. Achievement Achievement recognition Work itself Responsibility Advancement Growth Salary? Motivation factors increase job satisfaction © 2011 Cengage Learning. All rights reserved.

17. Motivation-Hygiene Combinations (Motivation = M, Hygiene = H)

18. © 2011 Cengage Learning. All rights reserved. My two cents worth You have a RIGHT to be dissatisfied about your work conditions. As an employee, you have a RESPONSIBILITY to communicate your dissatisfaction and work to help improve the conditions. As a manager, you have a RESPONSIBILITY to continuously improve the work conditions within your control. Your best source of information about what to improve and how to improve it is your employees.

19. © 2011 Cengage Learning. All rights reserved. New Ideas : Eustress, Strength, Hope Eustress –healthy, normal stress –Encourages optimism, hope and health. –While things happen that are out of our control, we can control our response to them.

20. Individual–Organizational Exchange © 2011 Cengage Learning. All rights reserved.

21. Adam’s Theory of Inequity People are motivated when they find themselves in situations of inequity or unfairness. To look for inequity, people consider their inputs and their outcomes.

22. Equity and Inequity at Work © 2011 Cengage Learning. All rights reserved.

23. Strategies for Resolution of Inequity Alter the person’s outcomes Alter the person’s inputs Alter the comparison other’s outputs Alter the comparison other’s inputs Change who is used as a comparison other Rationalize the inequity Leave the organizational situation

24. © 2011 Cengage Learning. All rights reserved. Practical Implications of the Equity Model  Treat employees fairly.  People make decisions concerning equity after comparing themselves with others.  Procedural justice influences perceptions of organizational fairness. Be as transparent as possible.

25. © 2011 Cengage Learning. All rights reserved. Procedural Justice - Employee Participation In Benefits Distributive Justice - Benefits Comparisons Satisfaction with Benefits System Affective Commitment 0.50** 0.38** 0.59**.20* 0.46** ** p <.01 * p <.05 Figure 1 Hypothesized Structural Model and Results of Final Structural Model *Standardized estimates are shown; dashed lines represent paths that were included in the hypothesized model but not in the final model. N=160. The measurement model and the correlations among the exogenous variables have been omitted for clarity. Performance Satisfaction with Benefits Level 0.40**.48**

26. © 2011 Cengage Learning. All rights reserved. Expectancy Theory explains motivation in terms of an individual’s perception of the performance process.

27. © 2011 Cengage Learning. All rights reserved. Two Basic Notions of Expectancy Theory People expect certain outcomes of behavior and performance. People believe that the effort they put forth is related to the performance they achieve and the outcomes they receive.

28. © 2011 Cengage Learning. All rights reserved. Key Constructs of Expectancy Theory Valence – value or importance placed on a particular reward Expectancy – belief that effort leads to performance Instrumentality – belief that performance is related to rewards

29. Expectancy Model of Motivation © 2011 Cengage Learning. All rights reserved. E IV

30. 3 Causes of Motivational Problems Belief that effort will not result in performance Belief that performance will not result in rewards The value a person places on, or the preference a person has for, certain rewards

31. Job Characteristics Model (CH 14) Skill variety Task identity Task significance Autonomy Feedback Core job dimensions Experienced work’s meaningfulness Experienced responsibility for work’s outcomes Knowledge of work activities’ results Critical psychological states High internal work motivation High-quality work performance High satisfaction with the work Low absenteeism and turnover Personal and work outcomes Employee growth,need, strength