Ch11 Motivation and Morale

8/4/2019 Ch11 Motivation and Morale

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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e

CHAPTER 11

Motivation


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Motivation

Threereasons to learn motivation:

1. To motivate others.

2. To understand how others are trying tomotivateyou.

3. To enableyou to betterparticipate in

yourown motivation.


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NeedsandMotivation

* Need a lack of

something required.

Deprivation of aneed creates

tension that

motivates people.

* Motivation

an incentive to

act; the variousdrives within

people that

stimulate them to

act in a specific

manner.


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Motivation

Why do managers need to know

about motivation?

Why do workers need to know aboutmotivation?

Can people learn to need needs?

cont.cont.


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Motivation

Need forApproval receiving official

consent orconfirmation

* Need forAchievement feeling that

youve accomplished a goal Need forCompetence the state of being

adequate orwill qualified: possessing

sufficient ability fora task

* Need forPower the ability orcapacity toperform oract effectively; strength or force

exerted orcapable of being exerted


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***Maslow'sNeeds Hierarchy Theory

Self-actualization needsNeed to live up to ones

fullest and unique potential

Esteem needsNeed for self-esteem,

achievement, competence,and independence; need for

recognition and respect from others

Safety needsNeed to feel that the world is organized andpredictable; need to feel safe, secure, and stable

Belongingness and love needsNeed to love and be loved, to belong

and be accepted; need to avoidloneliness and alienation

Physiological needsNeed to satisfy hunger and thirst

Begins at the

base withphysiological needsthat must first besatisfied beforehigher-level safetyneeds and then

psychologicalneeds becomeactive


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Maslows Basic

Hierarchy

ofNeeds

Physiologic needs

the needs for food,

shelter, clothing,water, and

homeostasis.

* Homeostasis a

need to maintain the

bodys normal condition.

Safety needs

the need to be safe

and secure. Belonging needs

the need to be

with otherpeople

and the need tofind a mate.

cont.cont.


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Maslows Basic

Hierarchy

ofNeeds

Status needs the

need to have a higher

position orstandingrelative to that of

others.

Self-esteem needs

internal feelings ofself-worth.

Self-actualization

needs an

individual pushingto attain thehighest

level and achieve

the most he orshe

can; reaching ones

highest potential.


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Maslows OtherNeeds

The Basic Hierarchy

Need for

Knowledge &

Understanding

AestheticNeeds

cont.cont.


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Maslows OtherNeeds

Need for knowledge the level of

curiosity present in a person or the

desire to accumulate facts. Need for understanding the

search for therelationships between

things and between what is known,

including the search formeaning.

cont.cont.


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Maslows OtherNeeds

Need for aesthetics the need to be

surrounded by beautiful things that have

balance, color, proportion, and good design,and the need to see things through to

completion.


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Alderfers ERG Theory

Existence needs

the need to fulfill

physical andmaterial human

wants, like food,

water, pay, decent

working conditions,

and safety-security

factors.Existence

Relatedness

Growth

cont.cont.


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Alderfers ERG Theory

Relatedness needs the need to

maintain relationships with others.

Growth needs a combination ofthe desire forself-esteem and the

desire forself-realization.


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HerzbergandMotivation

* Hygiene, or maintenance, factors

facets of the work environment that

need to be present in orderto makethe job at least minimally acceptable.

* Motivators facets of the work

that actually give people a reason to

perform in theirwork and grow.

cont.cont.


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Hygiene factors range from causing

dissatisfaction to no dissatisfaction.

Motivators range from causingsatisfaction to no satisfaction.

In Herzbergs theory, no satisfaction

(an absence of satisfaction) is not thesame as dissatisfaction.

cont.cont.


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*** Hygiene Factors: ***

Quality of supervision.

Companyrules and

politics.

Interpersonal relations

with superiors,

subordinates, and peers

Salary and certainbenefits.

Working conditions.

Motivators:

Achievement.

Recognition.

The job itself.

Growth and advancement.

Responsibility.

Feedback.


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BehaviorModification

* Behavior modification the

influencing of behavior through the

use of positive ornegativereinforcement techniques.

* Positive reinforcement

encouraging therepetition of

behavior.

cont.cont.


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BehaviorModification

Escape and avoidance to elude or

avoid something.

Extinction theelimination ofbehavior.

* Punishment a penalty imposed

forwrongdoing.


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Expectancy Theory

Basically says that two questions must beasked:

1. Does the person want the motivatororreward? If no, there is no motivation. Ifyes,ask Question 2.

2. Does the person think that he orshehas afairchance ofearning thereward? If no, no

motivation. The answer to bothquestions must be

yes to motivate.


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Equity Theory

People seek equity between whatthey put into a job and what they get

out of a job. If they put morein than they get out,

they will start to work less or try to getmoreout.

If they get moreout than they put in,they will start to work harder.

cont.cont.


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Equity Theory

People seek equity between their

input/output ratio and that of others.

If others are getting more, they willwork less orwant more.

If they are getting more, they will work

harder.


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Hunters Theory

Level of concern holding people

accountable for theiractions.

Success people are motivated toperform acts they are successful at.

People will perform acts they are not

successful at if they are learning and

seeing progress.

cont.cont.


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Hunters Theory

Feedback information on how well one isdoing. Feedback must be timely and accurate to be

effective. Interest people are motivated to perform

interesting tasks.

Feeling tone:

Positive feeling tone

asking someone to dosomething.

Negative feeling tone giving orders.

Neutral tone a statement of fact.


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Time, Importance,

an

dMotivation

Time few things motivate like an

impending deadline.

Importance how important a task is tosomeonehigherup in the organization. If

yourboss thinks something is important,

you will typically be motivated to perform

the task, do it well, and do it on time.


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MoneyandMotivation

Does money

motivate?

What can money doto motivate?

What can moneynot

do in motivation?

cont.cont.


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MoneyandMotivation

Money is traditional.

Money is tangible.

Money is objective.

Alternatives to

money are often

subjective. Money is

symbolic.


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IndividualsandMotivation

You have a direct interest in your

own motivation. So, you can:

Apply motivational theories to yourself.

Determinehow best to fulfill yourneeds.

Prepare to approachyourmanager.

Approachyourmanagerand worktogetheron yourmotivation.


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Morale

Morale employees attitudes

toward either theiremploying

organizations in general or towardspecific job factors.

Morale can be ascribed to individuals or

groups.

Its influenced byemployee perceptionof the organization in relation to

themselves. cont.cont.


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Morale

The organization.

Peoples activities.

The nature of the

work.

A persons peers.

A persons boss.

Peoples role

expectations. Peoples self-

concept.

The satisfaction of

peoples needs.

cont.cont.

Factors that affect morale:


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Morale

How is moralerelated to productivity?

How can the organization itself

influence morale? How can employee activities affect

morale?

How can the nature of the workimpact morale?

cont.cont.


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Morale

How can ones peers affect morale?

How can leadership, from the CEO to

front-line supervisors, affect morale? How can roleexpectations affect

morale?

How can yourself-concept affectmorale?

cont.cont.


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Morale

Can personal needs affect morale, and if

so, how?

What are the warning signs of lowmorale?

How can morale beevaluated?

Ch11 Motivation and Morale

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