1. © 2007 Prentice Hall Inc. All rights reserved. Motivation Concepts Chapter SIX

2. © 2007 Prentice Hall Inc. All rights reserved. What Is Motivation? Direction Persistence Intensity

3. © 2007 Prentice Hall Inc. All rights reserved. Key Elements 1.Intensity: how hard a person tries 2.Direction: toward beneficial goal 3.Persistence: how long a person tries Key Elements 1.Intensity: how hard a person tries 2.Direction: toward beneficial goal 3.Persistence: how long a person tries Motivation The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal. What is Motivation?

4. © 2007 Prentice Hall Inc. All rights reserved. Maslow’s Hierarchy of Needs E X H I B I T 6–1 Lower-Order Needs Needs that are satisfied externally; physiological and safety needs. Higher-Order Needs Needs that are satisfied internally; social, esteem, and self-actualization needs. SelfEsteemSocialSafetyPhysiological

5. © 2007 Prentice Hall Inc. All rights reserved. Assumptions of Maslow’s Hierarchy Movement up the Pyramid Individuals cannot move to the next higher level until all needs at the current (lower) level are satisfied. Maslow Application: A homeless person will not be motivated to meditate! Maslow Application: A homeless person will not be motivated to meditate! Individuals therefore must move up the hierarchy in order

6. © 2007 Prentice Hall Inc. All rights reserved. Theory X Managers See Workers As… Disliking Work Avoiding Responsibility Having Little Ambition Theory Y Managers See Workers As… Managers See Workers As… Enjoying Work Accepting Responsibility Self-Directed

7. © 2007 Prentice Hall Inc. All rights reserved. Herzberg’s Two-Factor Theory Bottom Line: Satisfaction and Dissatisfaction are not Opposite Ends of the Same Thing! Separate constructs –Hygiene Factors--- Extrinsic & Related to Dissatisfaction –Motivation Factors--- Intrinsic and Related to Satisfaction Hygiene Factors: Salary Work Conditions Company Policies Motivators: Achievement Responsibility Growth

8. © 2007 Prentice Hall Inc. All rights reserved. Comparison of Satisfiers and Dissatisfiers Factors characterizing events on the job that led to extreme job dissatisfaction Factors characterizing events on the job that led to extreme job satisfaction E X H I B I T 6–2 Source: Reprinted by permission of Harvard Business Review. An exhibit from One More Time: How Do You Motivate Employees? by Frederick Herzberg, September–October 1987. Copyright © 1987 by the President and Fellows of Harvard College: All rights reserved.

9. © 2007 Prentice Hall Inc. All rights reserved. Contrasting Views of Satisfaction and Dissatisfaction E X H I B I T 6–3

10. © 2007 Prentice Hall Inc. All rights reserved. David McClelland’s Theory of Needs Need for Achievement The drive to excel, to achieve in relation to a set of standards, to strive to succeed. Need for Affiliation The desire for friendly and close personal relationships. Need for Power The need to make others behave in a way that they would not have behaved otherwise. Bottom Line: Individuals have different levels of needs in each of these areas, and those levels will drive their behavior

11. © 2007 Prentice Hall Inc. All rights reserved. Cognitive Evaluation Theory Providing an extrinsic reward for behavior that had been previously only intrinsically rewarding tends to decrease the overall level of motivation. The theory may only be relevant to jobs that are neither extremely dull nor extremely interesting. Hint: For this theory, think about how fun it is to read in the summer, but once reading is assigned to you for a grade, you don’t want to do it!

12. © 2007 Prentice Hall Inc. All rights reserved. Goal-Setting Theory (Edwin Locke) Basic Premise: That specific and difficult goals, with self-generated feedback, lead to higher performance. But, the relationship between goals and performance will depend on goal commitment –“I want to do it & I can do it” task characteristics (simple, well-learned) national culture

13. © 2007 Prentice Hall Inc. All rights reserved. Goal Setting in Action: MBO Programs Management By Objectives Programs Company wide goals & objectives Goals aligned at all levels Based on Goal Setting Theory Management By Objectives Programs Company wide goals & objectives Goals aligned at all levels Based on Goal Setting Theory

14. © 2007 Prentice Hall Inc. All rights reserved. What is MBO? Key Elements 1.Goal specificity 2.Participative decision making 3.An explicit time period 4.Performance feedback Key Elements 1.Goal specificity 2.Participative decision making 3.An explicit time period 4.Performance feedback Management by Objectives (MBO) A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress.

15. © 2007 Prentice Hall Inc. All rights reserved. Why MBOs Fail  Unrealistic expectations about MBO results  Lack of commitment by top management  Failure to allocate reward properly  Cultural incompatibilities

16. © 2007 Prentice Hall Inc. All rights reserved. Self-Efficacy Self Esteem, which is…. Individuals’ degree of liking or disliking themselves. An individual’s feeling that s/he can complete a task (e.g. “I know I can!”) Enhances probability that goals will be achieved Not to be confused with:

17. © 2007 Prentice Hall Inc. All rights reserved. Self-Efficacy and Goal Setting

18. © 2007 Prentice Hall Inc. All rights reserved. Four Ways of Increasing Self Efficacy (Bandura) 1.Enactive Mastery 2.Vicarious Modeling 3.Verbal Persuasion 4.Arousal Note: Basic Premise/Mechanism of Pygmalion and Galatea Effects

19. © 2007 Prentice Hall Inc. All rights reserved. Reinforcement Theory Assumptions: Behavior is environmentally caused. Behavior can be modified (reinforced) by providing (controlling) consequences. Reinforced behavior tends to be repeated. Assumptions: Behavior is environmentally caused. Behavior can be modified (reinforced) by providing (controlling) consequences. Reinforced behavior tends to be repeated. Argues that behavior is a function of its consequences.

20. © 2007 Prentice Hall Inc. All rights reserved. Equity Theory Referent Comparisons: Self-inside Self-outside Other-inside Other-outside Referent Comparisons: Self-inside Self-outside Other-inside Other-outside Equity Theory Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.

21. © 2007 Prentice Hall Inc. All rights reserved. Equity Theory (cont’d) E X H I B I T 6–8

22. © 2007 Prentice Hall Inc. All rights reserved. Justice and Equity Theory

23. © 2007 Prentice Hall Inc. All rights reserved. Distributive Justice Perceived fairness of the outcome (the final distribution). “Who got what?” Procedural Justice The perceived fairness of the process used to determine the outcome (the final distribution). “How was who gets what decided?” Interactional Justice The degree to which one is treated with dignity and respect. “Was I treated well?” Three types of Justice

24. © 2007 Prentice Hall Inc. All rights reserved. Ethical Values and Behaviors of Leaders Bottom line All three links between the boxes must be intact or motivation will not occur. Thus, Individuals must feel that if they try, they can perform And If they perform, they will be rewarded And When they are rewarded, the reward will be something they care about Expectancy Theory

25. © 2007 Prentice Hall Inc. All rights reserved. Putting It All Together Putting It All Together