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Transcript of ch05 - Motivation.ppt
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McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All 5-1
Chapter 5
Motivation
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McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All 5-2
MOTIVATIONAL DRIVES
Case Model
Hyatt Hotel hired people in various post, provided trainings to
learn hotel operations, gave benefits and incentives. However, in a
year or two, some employees desire faster promotions into
management positions, seeing that the long road ahead to their
goal, they search for a new employer who can readily provide
higher positions.
Cause of issatisfaction!
"#low e$pansion of the company
"#low individual progression rates
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McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All 5-%
MOTIVATIONAL DRIVES
Case Model& Hyatt Hotel
Motivational 'pproach 'pplied&
'llowed employees opportunities to create new ventures as
entrepreneurs in related fields (e$. )arty catering, rental shops*.
+esulted to retention of managers which increased Hyatt/srevenues
+esults of Motivation&
"0ncrease in satisfaction of employees")rovided valuable e$perience to the wor force as entrepreneurs
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McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All 5-
MOTIVATIONAL DRIVES
M340'4036
0s the result of a set of internal and e$ternal forces
that cause an employee to choose an appropriate
course of action and engage in certain behavior
7hy do you motivate employees!
- to achieve organi8ational goals
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McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All 5-5
MOTIVATIONAL DRIVES
Four major indicators of employee motivation
(Commonly valued by employees):1. Engagement degree of enthusiasm initiative effort put forth
!. Commitment degree to "hich employees bond "ithorgani#ation and e$hibit acts of %organi#ational citi#enship&(Corporate Culture)
'. atisfaction a reflection of the fulfillment of the psychologicalcontract "hen they "ere applying for "or
*. +etention (,o" -urnover) ery fe" loss of valued employeesdue to dissatisfaction
7hen employers address all four factors, employees are successfully
motivated, resulting to organi8ational success
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McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All 5-
MOTIVATIONAL DRIVES
" Motivation rives (rivers*
-strong desire for something as a product of the
cultural environment in which they live
-9ut if you:re managing or leading a team, it:sessential to now what motivates (drive* your
people, how they respond to feedbac and praise,
and what tass fit them well.
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MOTIVATIONAL DRIVES
" 4hree (%* Motivation rives (rivers*
" AchievementMotivation
" AffiliationMotivation
" Power
Motivation
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develop the achievement or power motive.
Characteristics&
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MOTIVATIONAL DRIVES
Affiliation vs Achievement
'chievement
-?$pectations can result in self-
fulfilling prophecies. 0f a student
e$pects to get an ' on a term
paper, she/ll wor hard, and her
wor will be more liely to earn
her an '.
-?mployee tend to have more
motivation to achieve if they feel
they have control over some
aspects of their wor.
'ffiliation
- wor better when they are
complimented for their
favorable attitude @
cooperation
- #urround themselves with
friends and lieable people
- #atisfied with being withfriends
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MOTIVATIONAL DRIVES
Power Motivation
Asually have an interest in moving up in the organization
+einforced and maintained by allowing personal control over workpace and methods, as well as opportunities to influence B especially
if they can deal directly with people higher in the organi8ation.
?ncourage peoples: involvement in problem solving and decision
making,resulting to satisfying andor developing their power motive
because it gives them influence over their wor and other people.&
0mpact the woring environment. 're able topersuade andor influence others. >ies to control.
Characteristics&
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MOTIVATIONAL DRIVES
Managerial 'pplication of rives Case #ample
One of your team members recently created a report thatwas so thorough and well-written that the board of
directors asked you to make sure that she was praised for
her efforts.
o! at your monthly staff meeting! you stood up in front of
the group! and congratulated her on her achievement! and
for the good impression she made for the team.
"owever! instead of smiling and appreciating the attention!
she looked embarrassed. he lowered her head! and as
soon as she could! she left and went to her office.
#hat did you do wrong$
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HUMAN NEEDS
" %ypes of &eeds
")rimary needs (9asic physical needs*& food, water, se$, sleep, air, etc
" #econdary needs B planning is reDuired to address these needs
- 're strongly conditioned by e$perience
- ary in type and intensity among people
- 're subEect to change across time within any individual
- Cannot usually be isolated, but rather, wor in combination @ influence one another
- 're often hidden from conscious recognition
- 're vague feelings as opposed to specific physical needs
- 0nfluence behavior
- important for survival of the human race
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McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All 5-1
HUMAN NEEDS
+ecogni8ing the #econdary Human 6eeds other than the basic
physical and universal needs of man, theories were formed, researches
were made, to prove their validity.
4he prominent and widely used theories are&
Maslow's "ierarchy of &eeds
"er(berg's %wo-)actor Model
Alderfer's *-+-, Model
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McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All 5-15
>ower 6eeds
Higher 6eeds
#ills used to the fullest,
using talent to ma$imum,
combination of values
and purpose
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HUMAN NEEDS
" Maslow's "ierarchy of &eeds
7hat should managers do!
-0dentify and accept employee needs
-+ecogni8e that needs may differ among employees
-3ffer satisfaction for the particular needs currently unmet
-+eali8e that giving more of the same reward (especially
lower needs* may have a diminishing impact on motivation
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McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All 5-1earning& #chedules of +einforcement
https&www.youtube.comwatch!vKG>$5yls$eM
BEHAVIOR MODIFICATION
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BEHAVIOR MODIFICATION
" chedules of +einforcementFixed-interval schedules
where the first response is rewarded only after a
specified amount of time has elapsed. 4his
schedule causes high amounts of responding near
the end of the interval, but much slower
responding immediately after the delivery of the
reinforcer.
0n the +eal 7orld& ' weely paychec is a good e$ample of a
fi$ed-interval schedule. 4he employee receives reinforcementevery seven days, which may result in a higher response rate as
payday approaches.
BEHAVIOR MODIFICATION
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BEHAVIOR MODIFICATION
" chedules of +einforcementVariable-interval schedules
where a response is rewarded after
an unpredictable amount of time
has passed. 4his schedule produces
a slow, steady rate of response.
Oour ?mployer Checing Oour 7or& oes your boss drop by
your office a few times throughout the day to chec your
progress! 4his is an e$ample of a variable-interval schedule.4hese chec-ins occur at unpredictable times, so you never
now when they might happen.
BEHAVIOR MODIFICATION
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BEHAVIOR MODIFICATION
" chedules of +einforcement
Fixed-ratio schedules
?$amples)roduction >ine 7or& 7orers at a per-piece basis factory are
paid for every 15 piecess they mae. 4his results in a high
production rate and worers tend to tae few breas. 0t can,
however, lead to burnout and lower-Duality wor
Collecting 4oens in a ideo Game& 0n many video games, you
have to collection so many toens, obEect, or points in order to
receive some type of reward.
a response is reinforced only after a
specified number of responses.
BEHAVIOR MODIFICATION
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BEHAVIOR MODIFICATION
" chedules of +einforcement
Variable-ratio schedules
is a schedule of reinforcement where a
response is reinforced after an unpredictable
number of responses. 4his schedule creates a
high steady rate of responding.
Example#lot machines& )layers have no way of nowing how many times they have to play
before they will win. 'll they now is that eventually a play will win. 4his is
why slot machines are so effective and players are often reluctant to Duit. 4here
is always the possibility that the ne$t coin they put in will be the winning one.
#ales bonuses& Call centers often offer random bonuses to employees. 7orers
never now how many calls they need to mae in order to receive the bonus,
but they now that they increase their chances the more calls or sales they
mae.
BEHAVIOR MODIFICATION
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BEHAVIOR MODIFICATION
4H? M340'4036 '6 G3'> #?4406G
THE MOTIVATION AND GOAL SETTING
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THE MOTIVATION AND GOAL SETTING
eveloped by >atham and >oce, +oal-Setting %heory says thatwhen&
1. challenging goals are set for an employee,
2. the proper tools are provided to accomplish those goals and
positive feedbac is given,
the employee feels satisfaction with the performance and the
reward.
4his maes the employee want to strive to accomplish an evenmore challenging goal.
THE MOTIVATION AND GOAL SETTING
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THE MOTIVATION AND GOAL SETTING
Motivational goals needed to have the following five dimensions&
Clarity, Challenge, Commitment, eedbac, and Comple$ity.
Goals need to be clear and measurable such as& My goal is to
reduce maintenance downtime by 15 percent.
Goals must be challenging, with achievement as the finalpayoff.
?mployees must feel lie part of the goal-setting process to
be committed to a clearly relevant goal.
4here must be a program that involves feedbac, recognitionand progress reports.
4he tas must be comple$ but not overwhelming, with
sufficient time and resources available.
t
2nd
3rd
4th
5th
GOAL SETTING
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GOAL SETTING
#elf-?fficacy& +efers to an individual/s belief that heshe is
capable of performing a tas successfully (capabilities @
competence*. 0t has a direct relationship with a person/s
confidence and thus with goal setting.
Hence, it is a primary role of managers to build employees/
#elf-?fficacy.
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THE E42ECTANCY MODEL
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THE E42ECTANCY MODEL
" 3room *4pectancy %heory 0 )actor %heory1
1. How much one wants a reward- #trong esire
2. 3ne/s estimate of the probability that efforts will result insuccessful performance B High 'ppraisal
%. 3ne/s estimate that performance will result in receiving the
reward B )romotion to Higher )osition
alence
?$pectancy
0nstrumentality
3+MA>' ?$pectancy 4heory
THE E42ECTANCY MODEL
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THE E42ECTANCY MODEL
" "ow the Model #orks
" 4he 0mpact
" )rimary outcomes B +esult directly achieved from an action
?$. ?mployee secures more training and eventually was rewarded
with a promotion and the pay that goes with it. ()rimary*
" #econdary outcomes B ollow from the primary outcome
?$. 'fter promotion ()rimary* status and recognition that goes with
it from associates is the secondary reward.
?mployee/s motivation depends on whether heshe wants the rewardbeing offer for doing a good Eob and whether heshe believes that
more effort will lead to that reward.
THE E5UITY MODEL
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THE E5UITY MODEL
" ?Duity theory
?mployees tend to Eudge fairness by fair balance between anemployee/s inputs (Hard wor, sill level, tolerance, enthusiasm,
contributions* and an employee/s output (salary, benefits,
recognition , rewards* , and also by comparing this ratio with the
ratios of other employees
THE E5UITY MODEL
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THE E5UITY MODEL
" ?Duity theory
9alance
employees become de-motivated, both in relation to their Eob and their
employer, if they feel as though their inputs are greater than the outputs.
7hat 0 put into my Eob& time, effort,
ability, loyalty, tolerance, fle$ibility,integrity, commitment, reliability, heart
and soul, personal sacrifice, etc.
7hat 0 get from my Eob& pay, bonus,
pers, benefits, security, recognition,interest, development, reputation,
praise, responsibility, enEoyment, etc.
THE E5UITY MODEL
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THE E5UITY MODEL
Asefulness of Motivational Models
Anderstanding how needs create tensions, that stimulate effort toperform, and how effective performance brings the satisfaction of
rewards, is useful assessment for managers in developing
programs to improve employees/ productivity
' different approach to motivation
6aniel 2ink7 #hat +eally Motivates #orkers
https://www.youtube.com/watch?v=feDJ3zL23qw
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Iuestions