1. The Nature of Motivation
The psychological forces that determine the direction of a person’s behavior in an organization, a person’s level of effort, and a person’s level of persistence

2. The Nature of Motivation
Direction—possible behaviors the individual could engage in
Effort—how hard the individual will work
Persistence—whether the individual will keep trying or give up

3. The Nature of Motivation (cont’d)
Intrinsically Motivated Behavior
Behavior that is performed for its own sake.
Extrinsically Motivated Behavior
Behavior that is performed to acquire material or social rewards or to avoid punishment.
Intrinsically Motivated Behavior
Behavior that is performed for its own sake.
The source of the motivation that comes from actually engaging in the behavior.
The sense of accomplishment and achievement derived from doing the work itself
Extrinsically Motivated Behavior
Behavior that is performed to acquire material or social rewards or to avoid punishment.
The source of the motivation is the consequences of the behavior and not the behavior itself.

4. The Motivation Equation
Figure 9.1

5. Expectancy Theory Motivation will be high when workers believe:
High levels of effort will lead to high performance.
High performance will lead to the attainment of desired outcomes.

6. Expectancy, Instrumentality, and Valence
Figure 9.2

7. Expectancy Theory
Figure 9.3

8. Need Theories A requirement for survival and well-being.
Theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs.
Basis premise is that people are motivated to obtain outcomes at work to satisfy their needs.
Managers must determine what needs a worker wants satisfied and ensure that a person receives the outcomes when performing well.

9. Maslow’s Hierarchy of Needs
Self-
actualization
Realize one’s
full potential
Use abilities
to the fullest
Esteem
Feel good
about oneself
Promotions
and recognition
Belongingness
Social
interaction, love
Interpersonal
relations, parties
Safety
Security, stability
Job security,
health insurance
Physiological
Food, water,
shelter
Basic pay level
to buy items
Needs
Description
Examples
Lower-level needs must be satisfied before higher-level needs are addressed.
Highest-level needs
Lowest-level needs
Table 9.1

10. Herzberg’s Motivation-Hygiene Theory
Focuses on outcomes that lead to higher motivation and job satisfaction, and those outcomes that can prevent dissatisfaction.
Motivator needs relate to the nature of the work itself and how challenging it is
Hygiene needs are related to the physical and psychological context in which the work is performed
Unsatisfied hygiene needs create dissatisfaction; satisfaction of hygiene needs does not lead to motivation or job satisfaction.

11. McClelland’s Needs for Achievement, Affiliation, and Power
Need for Achievement
A strong desire to perform challenging tasks well and meet personal standards for excellence

12. McClelland’s Needs for Achievement, Affiliation, and Power
Need for Affiliation
Extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him get along with each other

13. McClelland’s Needs for Achievement, Affiliation, and Power
Need for Power
Extent to which an individual desires to control or influence others

14. Equity Theory
Focuses on people’s perceptions of the fairness (or lack of fairness) of their work outcomes in proportion to their work inputs.
A relative outcome to input ratio comparison to oneself or to another person (referent) perceived as similar to oneself.
Equity exists when a person perceives that their outcome/input ratio to be equal to the referent’s ratio.
If the referent receives more outcomes, they should also give more inputs to achieve equity.

15. Equity Theory
Equity
Justice, impartiality, and fairness to which all organizational members are entitled
Inequity
Lack of fairness

16. Goal Setting Theory
Focuses on identifying the types of goals that are effective in producing high levels of motivation and explaining why goals have these effects.
Considers how managers can ensure that workers focus their inputs in the direction of high performance and the achievement of organizational goals.

17. Learning Theories
Theories that focus on increasing employee motivation and performance by linking outcomes that employees receive to the performance of desired behaviors and the attainment of goals

18. Learning Theories Learning
A relatively permanent change in person’s knowledge or behavior that results from practice or experience.

19. Operant Conditioning Theory
People learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences.
Linking specific behaviors to the attainment of specific outcomes can motivate high performance and prevent behaviors that detract from organizational effectiveness.

20. Operant Conditioning Tools
Positive Reinforcement
Giving people outcomes they desire when they perform organizationally functional behaviors
Negative Reinforcement
Eliminating undesired outcomes when people perform organizationally functional behaviors

21. Operant Conditioning Tools
Extinction
Curtailing the performance of a dysfunctional behavior by eliminating whatever is reinforcing it
Punishment
Administering an undesired/negative consequence when dysfunctional behavior occurs

22. Social Learning Theory
A theory that takes into account how learning and motivation are influenced by people’s thoughts and beliefs and their observations of other people’s behavior.

23. Social Learning Theory
Vicarious Learning (Observational Learning)
Learning that occurs when a learner is motivated to perform a behavior by watching another person perform and be reinforced for doing so
People are motivated to imitate models who are highly competent, expert, receive attractive reinforcers, and are friendly or approachable.

24. Pay and Motivation Pay as a Motivator
Expectancy: Instrumentality, the association between performance and outcomes, must be high for motivation to be high.
Need Theory: pay is used to satisfy many needs.
Equity Theory: pay is given in relation to inputs.
Goal Setting Theory: pay is linked to attainment of goals.
Learning Theory: outcomes (pay), is distributed upon performance of functional behaviors.