1. 4-1

2. Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Chapter 4 Motivation

3. 4-3 Myths of Motivation Money is not a motivator Everyone is motivated by the same things I am Punishment does not motivate Low performance is always attributable to low motivation Lack of motivation stems largely from lazy, apathetic and un-motivated people

4. 4-4 Motivation Performance = f ( Motivation x Ability X Opportunity )

5. 4-5 Expectancy Theory Expectancy Instrumentality Valence

6. 4-6 The Person as a Source of Motivation Maslow’s Hierarchy of Needs Equity Approach McClelland’s Learned Needs

7. 4-7 Equity Approach to Motivation Potential actions to restore equity Equity sensitivity What managers need to do to maintain equity The Platinum Rule

8. 4-8 McClelland’s Learned Needs Need for power Need for affiliation Need for achievement

9. 4-9 McClelland’s Learned Needs What do I need from work? What motivates others? Applying the learned needs in the workplace

10. 4-10 The Supervisor or Others as a Source of Motivation Goal Setting Reinforcement Theory – Behavior Modification Finding Creative Positive Reinforcements

11. 4-11 Reinforcement Theory and Behavior Modification Reinforcement theory –Simple notion that people are motivated to repeat behavior that gets rewarded

12. 4-12 Reinforcement Theory and Behavior Modification 1.Performance-related behaviors are identified 2.The frequency of these behaviors is measured 3.The contingencies supporting the current behaviors are identified 4.Behaviorally-based intervention strategy is developed and implemented 5.Resulting performance-related behaviors are measured

13. 4-13 Developing and Implementing a Behavioral Strategy Operant conditioning

14. 4-14 Reinforcement Theory and Behavior Modification Positive reinforcement Extinction Negative reinforcement Punishment

15. 4-15 Punishment and the “Red Hot Stove” Clear expectations Consistent Timely Powerful

16. 4-16 The Task as a Source of Motivation Job Characteristics Model

17. 4-17 Job Characteristics Model Skill variety Task identity Task significance Autonomy Feedback

18. 4-18 The MPS Formula

19. 4-19 Implementing Concepts for the Job Characteristics Model Combine tasks Group tasks into natural work units Give workers contact with customers Vertically load jobs Open feedback channels

20. 4-20 Motivation Tool Kits Equity Sensitivity Measure Skills needed to improve motivation using expectancy Steps to effective punishment Steps to rewarding effectively Methods to deliver reinforcers