1. CHAPTER 13
HUMAN MOTIVATION

2. MANAGEMENT IN ACTION: HUMAN MOTIVATION
Defined as
resulting from the interaction of
an individual’s internal needs and external influences
involves perceptions of equity and expectancy
previous conditioning, goal setting
and the organizational climate and culture
motivation determines behavior

3. THE MOTIVATION MODEL
Unsatisfied Needs--deficiencies that an individual experiences
Tension--to satisfy those deficiencies at a particular time
Wants--actions to address perceived/real deficiencies

4. THE MOTIVATION MODEL
Behavior--attitudes based on values toward the deficiencies
Action Toward Goal Achievement--satisfying deficiencies
Feedback--validation of efforts or motivation/morale decline

5. THE INTEGRATED MOTIVATION MODEL
Past Experiences
satisfactions
frustrations
effort required
relationship of performance to rewards
Environmental Influences
organizational values
managerial actions and expectations

6. THE INTEGRATED MOTIVATION MODEL
Perceptions
effort to achieve performance
value of the reward
potential equity/inequality
Skills Needed
Incentives Supplied by Manager
Refer to Exhibit 12.3

7. CONTENT THEORIES OF MOTIVATION
Motivation Theories That Focus on Needs
Maslow’s Hierarchy of Needs
Herzberg’s Hygiene Theory
McClelland’s Need for Achievement Theory
Aldefer’s ERG Theory

8. PROCESS THEORIES OF MOTIVATION
Motivation Theories That Focus of Behaviors
Vroom’s Expectancy Theory
Skinner’s Reinforcement Theory
Lewin’s Equity Theory
Drucker’s Goal-Setting Theory

9. BUILDING A MANAGEMENT PHILOSOPHY
McGregor’s Theory X and Theory Y
Ouchi’s Theory Z
Argyris’s Maturity Theory
Deming’s Fourteen Points
Juran’s Quality Culture
Crosby’s Seven Habits
Joiner’s Fourth Generation Management

10. MANAGING FOR MOTIVATION
Treating People as Individuals
Providing Support
Recognizing Cultural Diversity
Empowering People
Providing an Effective Reward System
Re-Designing Jobs
Promoting Intrapreneurship
Creating Flexibility