1. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 1 Human Motivation MANAGEMENT Meeting and Exceeding Customer Expectations EIGHTH EDITION Prepared by Deborah Baker Texas Christian University

2. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 2 learning objectives 1. Discuss the factors that stimulate and influence motivation 2. Differentiate between content and process theories of motivation 3. List the five levels of needs according to Maslow and give an example of each 4. Discuss the impact of hygiene and motivation factors in the work environment 5. Explain the characteristics of a person with high-achievement needs 6. Identify the needs associated with ERG theory

3. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 3 learning objectives (continued) 7. Discuss the relationship between expectations and motivation 8. Explain the relationship between reinforcement and motivation 9. Explain how equity influences motivation 10. Explain how goals influence motivation 11. Discuss the importance of a manager’s philosophy of management in creating a positive work environment 12. Describe how managers can structure the environment to provide motivation

4. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 4 Challenge of Motivation Quality of Work Life Factors in the work environment contributing positively or negatively to workers’ physical and emotional well-being and job satisfaction. Enhances workers’ dignity. Improves physical and emotional well-being. Enhances the satisfaction of individual achievement

5. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 5 Challenge of Motivation

6. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 6 Basics of Motivation Motivation The result of the interaction of a person’s internalized needs and external influences that determine behavior 1 1. Concerned with: –what prompts people to act –what influences their choice of action –why they persist in acting in a certain way

7. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 7 Motivation Model 1 1

8. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 8 Factors in Choosing a Behavior 1 1 1. Past experiences 2. Environmental influences 3. Perceptions

9. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 9 Motivation Process from a Business Perspective 1 1. Unsatisfied needs stimulate wants. Behavior is identified to satisfy the want. The individual takes action. The individual receives feedback

10. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 10 Integrated Motivational Model 1 1

11. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 11 Theories of Motivation 2 2 Content Theories A group of motivation theories emphasizing the needs that motivate people Process Theories Process Theories A group of theories that explain how employees choose behaviors to meet their needs and how they determine whether their choices were successful

12. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 12 Maslow’s Hierarchy of Needs 3 3 Four Premises 1. Only an unsatisfied need can influence behavior; a satisfied need is not a motivator 2. A person’s needs are arranged in a priority order of importance 3. A person will at least minimally satisfy each level of need before feeling the need at the next level 4. If need satisfaction is not maintained at any level, the unsatisfied need will become a priority once again

13. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 13 Maslow’s Hierarchy of Needs 3 3 Food Clothing Shelter Comfort Self-Preservation Physical Needs Security for Self and Possessions Avoidance of Risks Avoidance of Harm Avoidance of Pain Safety Needs Companionship Acceptance Love and Affection Group Membership Social Needs Responsibility Self-Respect Recognition Sense of Accomplishment Esteem Needs Reaching Your Potential Independence Creativity Self-Expression Self- Realization Needs

14. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 14 Herzberg’s Two-Factor Theory 4 4 Motivators Hygiene Factors Hygiene Factors

15. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 15 Hygiene Factors 4 4 Salary Job Security Working Conditions Status Company Policies Quality of Technical Supervision Quality of Interpersonal Relations

16. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 16 Motivation Factors 4 4 Achievement Recognition Responsibility Advancement The Work Itself Possibility of Growth

17. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 17 Hygiene and Motivation Factors 4 4

18. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 18 1. A strong achievement need relates to how well individuals are motivated to perform their work 2. The achievement need can be strengthened by training McClelland & the Need for Achievement 4 4 Achievement Power Affiliation

19. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 19 High Achiever 5 5. Performs a task because of a need for personal achievement. Prefers to take personal responsibility for solving problems. Prefers to set moderate goals that, with stretching, are achievable. Prefers immediate and concrete feedback about performance Characteristics

20. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 20 Power-Motivated Person 5 5. Needs to acquire, exercise, and maintain influence over others. Competes with others if success will allow them to be dominant. Does not avoid confrontations Characteristics

21. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 21 Affiliator 5 5. Wants to be liked by other people. Attempts to establish friendships. Seeks to avoid conflict. Prefers conciliation Characteristics

22. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 22 Comparison of Theories 5 5

23. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 23 Alderfer’s ERG Theory 6 6 Existence Relatedness Growth

24. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 24 Comparison of Theories 6 6

25. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 25 Behavior-Oriented Theories 7 7 Equity Theory Goal-Setting Theory Reinforcement Theory Expectancy Theory Expectancy Theory

26. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 26 Expectancy Theory 7 7 A motivation theory stating that three factors influence behavior: the value of rewards, the relationship of rewards to the necessary performance, and the effort required for performance

27. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 27 Expectancy Theory 7 7 1. Effort-performance link 2. Performance-reward link 3. Attractiveness

28. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 28 Model of Expectancy Theory 7 7 Behavior Motivation Behavior Motivation Individual Effort Required Individual Effort Required Individual Performance Organizational Rewards Domestic Problems

29. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 29 Behavior Motivation 7 7. Understand that employees measure the value associated with the assignment. Find out what outcomes are perceived as desirable by employees and provide them. Make the job intrinsically rewarding. Effectively and clearly communicate behaviors and their outcomes. Link rewards to performance. Be aware that people and their goals, needs, desires, and performance levels differ. Strengthen each individual’s perceptions of his or her ability to execute desired behaviors and achieve outcomes by providing guidance and direction

30. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 30 Reinforcement Theory 8 8 A motivation theory that states a supervisor’s reactions and past rewards and penalties affect employees’ behavior

31. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 31 Reinforcement Theory 8 8 Stimulus Manager’s Request Stimulus Manager’s Request Results Learned Behavior Response Individual Behavior Reward Positive Recognition Reward Positive Recognition Reinforcement Consistent Rewards Reinforcement Consistent Rewards

32. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 32 Types of Reinforcement 8 8 Positive Reinforcement Avoidance Punishment Extinction

33. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 33 Implications for Managers 8 8. Tell individuals what they can do to get positive reinforcement. Tell individuals what they are doing wrong. Base rewards on performance. Administer the reinforcement as close in time to the behavior as possible. Recognize that failure to reward can also modify behavior

34. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 34 Equity Theory 9 9 A motivation theory stating that comparisons of relative input- outcome ratios influence behavior choices

35. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 35 Equity Theory 9 9 Comparison: Self to Others Motivation to Rationalize, Fight Inequity, or Quit Result: Inequity Motivation to Perform Result: Equity

36. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 36 Implications for Managers 9 9. Employees are motivated by absolute and relative rewards. Employees make conscious comparisons of equity that influence their motivation levels. Managers need to recognize that perceptions of equity are not a one-time occurrence

37. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 37 Goal-Setting Theory 10 Goal-Setting Theory Goal-Setting Theory A motivation theory stating that behavior is influenced by goals, which tell employees what they need to do and how much effort they need to expend Approaches: 1. managers may set goals for employees or 2. employees and managers develop employee goals together

38. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 38 Implications for Managers 10. Work with employees in setting goals. Make goals specific rather than general. Provide feedback on performance

39. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 39 Building a Philosophy of Management 11 Philosophy of Management A manager’s attitude about work and the people who perform it, which influences the motivation approaches he or she selects

40. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 40 Building a Philosophy of Management 11 Theory X and Theory Y Argyris’s Maturity Theory Development of Management Expectations

41. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 41 Theory X and Theory Y 11 Theory X A philosophy of management with a negative perception of subordinates’ potential for and attitudes toward work Theory Y A philosophy of management with a positive perception of subordinates’ potential for and attitudes toward work

42. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 42 Argyris’s Maturity Theory 11 People who have reached maturity…. Tend to be active rather than passive. Are independent rather than dependent. Are self-aware rather than unaware. Are self-controlled rather than controlled by others

43. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 43 Argyris’s Concerns 11 A mature personality conflicts with organizations… 1. The formal chain of command limits self-determination 2. The span of control decreases a person’s self-determination 3. Unity of direction places objectives under the control of one manager 4. Specialization of labor limits initiative and self-determination

44. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 44 Development of Expectations 11 John L. Single reports that…. Subordinates do what they believe they are expected to do. Ineffective managers fail to develop high expectations for performance. Managers perceived as excellent create high performance expectations that their employees can fulfill

45. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 45 Incorporating Expectations 11 Phase 1 Phase 2 Develop and communicate expectations of performance Be consistent in expectations and in communicating them

46. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 46 Managing for Motivation 12 Treat people as individuals Recognize and value diversity Promote intrapreneurship Provide an effective reward system Provide support Empower employees Create flexibility in work Redesign jobs

47. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 47 An Effective Reward System 12 CharacteristicsCharacteristics. Rewards must satisfy the basic needs of all employees. Rewards must be comparable to those offered by competitive organizations in the same area. Rewards must be equally available to people in the same positions and be distributed fairly and equitably. The reward system must be multifaceted

48. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 48 Job Redesign 12. Requires a knowledge of and concern for human qualities. Requires knowledge of the qualities of jobs. Usually tailors a job to fit the person who must perform it

49. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 49 Approaches to Job Redesign 12 Job Enlargement Job Rotation Job Rotation Increasing the variety or the number of tasks a job includes Temporarily assigning people to different jobs on a rotating basis Job Enrichment Job Enrichment Designing a job to provide more responsibility, control, feedback, and authority

50. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 50 Elements of Job Enrichment 12 Variety of tasks Task importance Feedback Task responsibility

51. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 51 Promoting Intrapreneurship 12. Encourage action. Use informal meetings whenever possible. Tolerate failure and use it as a learning experience. Be persistent. Reward innovation for innovation’s sake. Plan physical layout to encourage informal communication. Reward and/or promote innovative personnel. Encourage people to go around red tape. Eliminate rigid procedures. Organize people into small teams to pursue future-oriented projects

52. Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 52 Creating Flexibility 12 Flextime Compressed Workweek Job Sharing