1. Chapter 15 ©2001 South-Western College Publishing Pamela S. Lewis Stephen H. Goodman Patricia M. Fandt Slides Prepared by Bruce R. Barringer University of Central Florida Pamela S. Lewis Stephen H. Goodman Patricia M. Fandt Slides Prepared by Bruce R. Barringer University of Central Florida Motivating Organizational Members

2. Transparency 15-2 © 2001 South-Western Publishing Learning Objectives Slide 1 of 2 1.Explain the basic motivation process. 2.Describe the different approaches to motivation. 3.Define need-based approaches of employee motivation. 4.Explain the process approaches to employee motivation. 5.Outline how goal setting is used as a tool for motivating individuals.

3. Transparency 15-3 © 2001 South-Western Publishing Learning Objectives Slide 2 of 2 6.Specify how behavior modification can be used to increase and decrease behavior in an organizational setting. 7.Address the application of participative management in contemporary organizations. 8.Clarify the use of money as a motivator. 9.Account for the importance of motivation from an international perspective.

4. Transparency 15-4 © 2001 South-Western Publishing Motivation Defined The forces and expenditure of effort acting on or within a person that cause that person to behave in a specific, goal-directed manner.

5. Transparency 15-5 © 2001 South-Western Publishing The Relationship Between Motivation and Performance Education Knowledge Education Knowledge Mechanical Skills Psychomotor Skills Mental Skills Motivation x AbilityPerformance

6. Transparency 15-6 © 2001 South-Western Publishing Motivation Approaches Need-Based Models –Emphasize specific human needs or the factors within a person that energize, direct, and stop behavior. Process Models –Take a more dynamic view of motivation. They focus on understanding the thought or cognitive processes that take place within the individual’s mind and act to affect behavior, as well as cues in the environment that influence behavior.

7. Transparency 15-7 © 2001 South-Western Publishing Need-Based Models of Motivation Maslow’s Hierarchy of Needs Herzberg’s Two-Factor Model Acquired- Needs Model

8. Transparency 15-8 © 2001 South-Western Publishing Maslow’s Hierarchy of Needs Slide 1 of 2 According to Maslow, a person has five fundamental needs: –Physiological, security, affiliation, esteem, and self-actualization. Individuals have various needs and try to satisfy these needs using a priority system or hierarchy.

9. Transparency 15-9 © 2001 South-Western Publishing Maslow’s Hierarchy of Needs Slide 2 of 2 Self- actualization Esteem Affiliation Physiological Security

10. Transparency 15-10 © 2001 South-Western Publishing Two-Factor Model Slide 1 of 2 Herzberg found that the factors leading to job satisfaction were separate and distinct from those that lead to job dissatisfaction. –Motivator factors Related to job content or what people actually do in their work. –Hygiene factors Associated with the job context in which the job is performed.

11. Transparency 15-11 © 2001 South-Western Publishing Two-Factor Model Slide 2 of 2 Motivator Factors Hygiene Factors - Achievement - Recognition - The work itself - Company policy - Salary - Work conditions DissatifactionNo dissatifaction No satisfactionSatisfaction

12. Transparency 15-12 © 2001 South-Western Publishing Acquired-Needs Model Slide 1 of 2 The acquired-needs model focuses on three particularly important or relevant needs in the work environment: –Need for achievement –Need for affiliation –Need for power The model proposes that when a need is strong, it will motivate the person to engage in behavior to satisfy that need.

13. Transparency 15-13 © 2001 South-Western Publishing Acquired-Needs Model Slide 2 of 2 Need for Achievement –The drive to excel, to accomplish challenging tasks, and to achieve a standard of excellence. Need for Power –The desire to influence and control one’s environment. Need for Affiliation –The desire for friendly and close interpersonal relationships.

14. Transparency 15-14 © 2001 South-Western Publishing Process-Based Models of Motivation Expectancy Model Equity Model Goal Setting Behavior Modification

15. Transparency 15-15 © 2001 South-Western Publishing Expectancy Model Slide 1 of 4 Motivational model suggesting that work motivation is determined by the individual’s perceptions: –The relationship between effort and performance. –The desirability of various work outcomes that are associated with different performance levels.

16. Transparency 15-16 © 2001 South-Western Publishing Expectancy Model Slide 2 of 4 Components of Expectancy Model –Expectancy The belief that a particular level of effort will be followed by a particular level of performance. –Instrumentality The probability assigned by the individual that a specific level of achieved task performance will lead to various work outcomes.

17. Transparency 15-17 © 2001 South-Western Publishing Expectancy Model Slide 3 of 4 Components of Expectancy Model –Valence The value or importance that the individual attaches to various work outcomes.

18. Transparency 15-18 © 2001 South-Western Publishing Expectancy Model Slide 4 of 4 Effort Performance Outcomes: Rewards Valence Instrumentality Expectancy

19. Transparency 15-19 © 2001 South-Western Publishing Equity Model Slide 1 of 3 Equity model focuses on an individual’s feelings about how fairly he or she is treated in comparison with others. The model makes two assumptions: –Individuals evaluate their interpersonal relationships just as they evaluate any exchange process. –Individuals compare their situations with those of others to determine the equity of their own situation.

20. Transparency 15-20 © 2001 South-Western Publishing Equity Model Slide 2 of 3 Maintaining Equity –Equity theory suggests that maintaining one’s self-esteem is an important priority. To reduce a perceived inequity, a person may take one of the following actions: Change work inputs either upward or downward to an equitable level. Change outcomes to restore equity. Psychologically distort comparisons.

21. Transparency 15-21 © 2001 South-Western Publishing Equity Model Slide 3 of 3 Maintaining Equity –Ways of reducing a perceived inequity: Change the comparison person he or she is using to another person. Leave the situation (e.g., quit the job or transfer to another department).

22. Transparency 15-22 © 2001 South-Western Publishing Goal Setting Slide 1 of 2 A process intended to increase efficiency and effectiveness by specifying the desired outcomes toward which individuals, groups, departments, and organizations work.

23. Transparency 15-23 © 2001 South-Western Publishing Goal Setting Slide 2 of 2 As a motivational tool, goal setting can help employees because goals serve three purposes: –Guide and direct behavior toward supportive organizational goals. –Provide challenges and standards against which the individual can be assessed. –Define what is important and provide a framework for planning.

24. Transparency 15-24 © 2001 South-Western Publishing Behavior Modification Slide 1 of 2 Behavior modification is the application of reinforcement theory that rests on two underlying assumptions: –First, human behavior is determined by the environment. –Second, human behavior is subject to observable laws and can be predicted and changed.

25. Transparency 15-25 © 2001 South-Western Publishing Behavior Modification Slide 2 of 2 Implication of Behavior Modification Assumptions –Since people repeat behaviors that are positively reinforced and avoid behaviors that are punished, managers can influence employee performance by reinforcing behavior they see as supporting organizational goals.

26. Transparency 15-26 © 2001 South-Western Publishing Reinforcement Strategies Slide 1 of 3 Positive Reinforcement –The administration of positive and rewarding consequences following a desired behavior. Avoidance –Strengthens desired behavior by allowing escape from an undesirable consequence.

27. Transparency 15-27 © 2001 South-Western Publishing Reinforcement Strategies Slide 2 of 3 Extinction –The withdrawal of the positive reward or reinforcing consequences for an undesirable behavior. Punishment –The administration of negative consequences following undesirable behavior.

28. Transparency 15-28 © 2001 South-Western Publishing Reinforcement Strategies Slide 3 of 3 Behavior Supports organizational goals Hinders organizational goals Positive reinforcement AvoidanceExtinctionPunishment

29. Transparency 15-29 © 2001 South-Western Publishing Schedules of Reinforcement Slide 1 of 2 Continuous Schedule of Reinforcement –Rewarding a desired behavior each time it occurs. Partial Schedule of Reinforcement –Rewarding the desired behavior intermittently. Fixed Interval Schedule –Rewards employees at specific time intervals, assuming that the desired behaviors have continued at an appropriate level.

30. Transparency 15-30 © 2001 South-Western Publishing Schedules of Reinforcement Slide 2 of 2 Fixed Ratio Schedule –Provides a reinforcement after a fixed number of occurrences of the desired behavior. Variable Interval Schedule –When reinforcement is administered at random or varying times that cannot be predicted by the employee. Variable Ratio Schedule –Reinforcement administered after a varying or random number of occurrences.

31. Transparency 15-31 © 2001 South-Western Publishing Contemporary Motivational Approaches Slide 1 of 3 Participative Management –Encompasses various activities in which subordinates share a significant degree of decision-making power with their immediate superiors. –The use of participative management involves any process where power, knowledge, information, and rewards are moved downward in the organization.

32. Transparency 15-32 © 2001 South-Western Publishing Contemporary Motivational Approaches Slide 2 of 3 Participative Management (cont.) –When companies increase the amount of control and discretion workers have over their jobs, they are empowering employees and may improve the motivation of both employees and management.

33. Transparency 15-33 © 2001 South-Western Publishing Contemporary Motivational Approaches Slide 3 of 3 Money as a Motivator –Does money motivate employees? Expectancy Model - Asserts that money motivates people if it is contingent on performance and satisfies their personal goals. Herzberg’s Two-Factor Model - Would argue that money is a hygiene factor, so it does not act as a motivator.

34. Transparency 15-34 © 2001 South-Western Publishing Prescription for Greater Motivation Tell people what you expect them to do. Make the work valuable. Make the work doable. Give feedback. Reward successful performance.