1. Module 11 – Motivation Chapter 10

2. Learning Objectives LO 1 LO 1 Identify the kinds of behaviors managers need to motivate people LO 2 LO 2 List principles for setting goals that motivate employees LO 3 LO 3 Summarize how to reward good performance effectively LO 4 LO 4 Describe the key beliefs that affect peoples’ motivation 10-2

3. Learning Objectives (cont.) LO 5 LO 5 Discuss ways in which people’s individual needs affect their behavior LO 6 LO 6 Define ways to create jobs that motivate LO 7 LO 7 Summarize how people assess fairness and how to achieve it LO 8 LO 8 Identify causes and consequences of a satisfied workforce Office Space TPS Reports 10-3

4. Motivation Definition Caveats

5. People Skills

6. Office Space Interview

8. Motivation Process BehaviorGoals Needs Satisfied? ?

9. Theory X Inherent dislike of work Job less important than $$$$ Self-centered Follow, don’t lead No self-direction, self-control

10. Traditional View

12. But sometimes…..

13. 2 schools of thought Content theories – It’s (almost) all within Process theories – It’s (almost) all the environment

14. Content theories Overview – External environment plays a role – Primary needs – Secondary needs Maslow Alderger McClelland

15. Maslow’s Need Hierarchy “Ego” also known as “esteem” 10-15

16. Alderfer’s ERG Theory Definition Existence needs Relatedness needs Growth needs 10-16

17. McClelland’s Needs Need for achievement – strong orientation toward accomplishment and an obsession with success and goal attainment Need for affiliation – reflects a strong desire to be liked by other people Need for power – a desire to influence or control other people 10-17

19. Process theories Herzberg – See text Expectancy Theory – Equity Theory – “There is nothing so practical as a good theory”

20. Expectancy Theory Major components – Choice – Expectancy – Instrumentality – Valence (preferences)

21. Porter and Lawler

23. Porter-Lawler Expectancy Theory Extrinsic MotivationEffort Intrinsic Ability ResourcesSatisfaction? Performance EXPECTANCY INSTRUMENTALITY VALENCE

24. Satisfaction is relative…….. Equity theory 10-24

25. Satisfaction is relative…….. Best paid player in NFL Offered $7-$10m, $20m guaranteed Demanded $13m, $35m guaranteed

27. Assumption #1

28. Assumption #2

29. Assumption #3

30. Assumption #4

31. Managerial Implications of Expectancy Theory 1.Increase expectancies 2.Identify positively valent outcomes 3.Make performance instrumental toward positive outcomes 10-31

32. Key Extensions Intrinsic – long lasting – more effective Extrinsic: – High valence – Based on identifiable, recognizable criteria Performance is measurable Understandable – Sufficient variation in magnitude

33. Summary Can’t motivate anyone Create environment allowing self-motivation Offer freedom, discretion, autonomy Motivation can overcome skill deficits

34. You and the environment (non-green) Goal-setting theory

35. And then you…… Reinforcement theory – See text – Schedule of reinforcement

36. And then you…… Job enrichment

37. And now………… The way it used to be........

38. Job Rotation, Enlargement, and Enrichment Job enrichment – Fundamental change Job rotation – Changing from one routine task to another to alleviate boredom Job enlargement – Giving people additional tasks at the same time to alleviate boredom. 10-38