chapter 14 pp.ppt motivation

7/27/2019 chapter 14 pp.ppt motivation

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Motivation

Any influence that triggers, directs ormaintains behavior

Research is based upon different variablesthat affect motivation

Individual Differences

Organizational ContextsManager Behaviors

Process Theories


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Content Versus Process

Motivation Theories

Content theories

explain why people have different needs at

different times

Process theories

describe the processes through which needsare translated into behavior


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AlderfersERG Theory

MaslowsNeed Hierarchy

Content Theories of

Motivation

Self-

Actualization

Esteem

Belongingness

Safety

Physiological

Growth

Existence

HerzbergsTheory

Motivators

Hygienes

Need for

Achievement

Need forPower

Need for

Affiliation

McClellandsLearned Needs

Relatedness


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Maslows Hierarchy

Each individual has needs, or feelings ofdeficiency that drive their behavior

Once a need is satisficed, then it is nolonger motivating

Needs are in a hierarchy that an individual

moves up as they satisfy levels of needs


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Practical Implications of

Content Theories

People have different needs atdifferent times

Offer employees a choice of rewards -- a flexible reward system

Do not rely too heavily on financialrewards

they mainly address lower level needs


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Maslows Hierarchy

Each individual has needs, or feelings ofdeficiency that drive their behavior

Once a need is satisfied, then it is nolonger motivating

Needs are in a hierarchy that an individual

moves up as they satisfy levels of needs


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Maslows Hierarchy

Adapted from Figure 14.2

Self-

Actualization

Esteem

Affiliation

Security

Physiological

14.3


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Levels of Needs

Physiological/Survival needs

Food, Clothing, Shelter, Air

SecurityFeel safe, absence of pain, threat, or illness

Affiliation

friendship, company, love, belonging

first clear step up from physical needs


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Need levels (cont.)

Esteem Needs

self-respect, achievement, recognition,

prestigecues a persons worth

Self-Actualization

personal growth, self-fulfillment, realizationof full potential

Where are YOU on the hierarchy???


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Alderfers ERG

Consolidates Maslow into 3 categories

Existence-physiological and security

Relatedness-affiliation

Growth-esteem and self-actualization


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ERG Model of Motivation


Frustration-Regression Satisfaction-Progression

Growth Needs

Relatedness Needs

Existence Needs

14.4


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Frustration-Regression

Differs from Maslow

When unable to satisfy upper level needs,

the individual will revert to satisfyinglower level needs

Interesting point from research....growth

stimulates growth


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McClellands Learned

Needs

Needs are acquired through interactionwith environment

Not a higherarchy, but degrees of eachtype of need or motive


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Types of Needs

N Ach-motive to meet some standard ofexcellence or to compete

N Aff-motive to develop and maintainclose and meaningful relationships

N Pow-desire to influence and control

others and the environment


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Herzbergs Two Factor

Theory

Some variable prevent job dissatisfactionand some variables produce motivation

Hygiene factors-basic needs that willprevent dissatisfaction

light, temperature, pay, parking

Motivatorswhen present cause high levels of motivation

interesting work, advancement, growth, etc.


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Herzbergs Two Factor

TheoryHigh

Motivation

High

Hygienes


Low High

Motivators

Low

Low Motivation

Dissatisfaction

Low Dissatisfaction

14.6


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Process Theories

Reinforcement Theory

Expectancy

Equity

Justice Theory

Goal Setting


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Types of Reinforcement

Positive Reinforcement-rewards

Punishment-Application of a negative

outcomeNegative Reinforcement-removal of

negative outcomes when behavior is

performedExtinction-absence of reinforcement

(removal of positive reinforcement)

Drawbacks

14 9


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Reinforcement Process

Source: From L. W. Porter and E. E. Lawler III.

Managerial Attitudes and Performance. Homewood,Ill.: Irwin, 1968, p. 165. Used with permission


Stimulus(situation)

Response(behavior)

Consequences(rewards and punishments)

Future Behavior

14.9


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Types of Rewards

Extrinsic-external rewards such as money,fringe benefits, job security

Intrinsic-internal satisfaction outcomesfrom doing work

Satisfaction-employees attitude about

work situationsIntrinsic motivation and Intrigue??????


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Equity Theory

Individuals try to find a balance betweentheir inputs and outputs relative to a

referent otherHowever, a referent other is not always

present


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Results of Inequity

Equity-I am being treated fairly

Under-rewarded-will look to increase

rewards, or decrease inputs to matchrewards

Over-rewarded-will change referent to

match cognitions or increase inputsLeaving and distortion


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Reinforcement Theory

Behaviors are functions of consequencesthat they produce

If a behavior is followed by a pleasantexperience it will be repeated

In order to change behaviors the

consequences must be changed

O d V


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Overreward Versus

Underreward Inequity

YouComparisonOther

Outcomes

Inputs

Outcomes

Inputs

Overreward

Inequity

Outcomes

Inputs

Outcomes

Inputs

UnderrewardInequity


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Goal Setting Theory

Assignment of specific, moderatelydifficult, and providing feedback will

provide motivation to workEmployee participation

Receive rewards

Provide competencies for achievement


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High

TaskPerform

ance

Low Moderate Challenging Impossible

Area ofOptimal

Goal

Difficulty

Effect of Goal Difficulty on

Performance

Goal Difficulty


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Expectancy Theory

Combines goal setting and reinforcementtheories

Three questions drive motivationWith effort can I perform?

With performance, will I be rewarded?

Do I value the rewards?


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Terms

Expectancy-belief that effort will lead toperformance

Instrumentality-performance leads torewards (does performance level matter)

Valence-value of rewards

E t Th f


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E-to-P

Expectancy

P-to-O

Expectancy

Outcomes

& Valences

Outcome 1+ or -

Effort Performance

Outcome 3+ or -

Outcome 2+ or -

Expectancy Theory of

Motivation


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Justice Theory

Procedural Justice - fairness issuesconcerning the methods, mechanisms,

and processes used to determineoutcomes

Distributive Justice - concerns the fairness

of outcomes, includes equity theoryInteractional Justice - concerns the way

one is treated informally during

procedures and distributions


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How they interact

Procedural justice and interactional justicecan buffer inequity to some level

Above that threshold, procedural andinteractional justice do not matter

If equity is present, then interactional and

procedural do not matterDoes order of procedural or interactionaljustice matter?

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