1. Motivation MBUS 612 Prof. Elloy

2. Assumptions Underlying Expectancy Theory

3. Practical Lessons From Equity Theory

4. The Equity Theory of Motivation

5. The Motivational Process

6. Major Content Theories of Motivation

7. Maslow's Need Hierarchy

8. Underlying Propositions of ERG Theory

9. Alderfer's ERG Theory

10. McClelland's Learned Needs Theory

11. Models for Motivation Enhancement

12. Identifying Performance Problems

13. Motivating Others Behavioral Guideline -Identify the problem in work performance -Determine and acceptable performance standard -Remove obstacles to success -Attach rewards to desired outcomes -Use discipline to teach -Transform acceptable into exceptional performance -Use rewards that appeal to the person -Check for perceptions of equity -Minimize the time lag between performance and reward

14. Three Key in Implementing a Goal-Setting Program (Fig. 6-8) Step 1 Step 2 Step 3 Set goals that are Promote goal acceptance Support the achievement specific, difficult, by encouraging participation of goals with appropriate but not impossible. during the goals-setting process. training and information. It is best to quantify Provide specific feedback to the goal and attach let people know how a deadline. they are doing.

15. Summary of Managerial Applications of Expectancy Theory (Exhibit 4-8) Expectancy Concept Employee Question Managerial Action Expectancy "Can I attain the desired level of performance?" - Select high-ability employees. - Provide adequate training. - Provide necessary resource support. - Identify desired performance. Instrumentality "What outcomes will I attain as a result of my performance?" - Clarify the reward system. - Clarify performance-related possibilities. - Ensure rewards are contingent upon performance. Valence "What value do I place on available performance outcome?" - Identify individual needs and preferences for outcomes. - Match available rewards with these. - Construct additional rewards as possible and feasible.

16. Major Content Theories of Motivation (Fig. 5-1) Maslow's Need Hierarchy Herzberg's Two- Factor Model McClelland's Motive Model Alderfer's ERG Theory Self-actualization needs (opportunity, growth) Motivators: Achievement Recognition Need for achievement Growth desires Self-esteem needs (recognition, status) Work itself Responsibility Advancement Need for powerRelatedness desires Belonging needs (friendship, affection) Hygiene: Company policies Need for affiliationExistence desires Safety needs (security, safety) Supervision Pay Physiological needs (hunger, thirst, sex) Interpersonal relations Working conditions

17. An Integrative Motivation Program Establish moderately difficult goals that are understood and accepted. Remove personal and organizational obstacles to performance. Provide salient internal and external incentives. Distribute rewards equality. Provide timely rewards and honest feedback on performance.

18. Assumptions 1.Employees start out motivated. 2.The role of management is to create a supportive work environment. 3.Rewards should encourage high personal performance. 4.Motivation works best when it is based on self governance. 5.Individuals should be treated fairly. 6.Individuals deserve timely, honest feedback on work performance.