Chapter 15 ©2001 South-Western College Publishing Pamela S. Lewis Stephen H. Goodman Patricia M....

Chapter 15Chapter 15

©2001 South-Western College Publishing©2001 South-Western College Publishing©2001 South-Western College Publishing©2001 South-Western College Publishing

Pamela S. LewisPamela S. LewisStephen H. GoodmanStephen H. Goodman

Patricia M. FandtPatricia M. Fandt

Slides Prepared bySlides Prepared byBruce R. BarringerBruce R. Barringer

University of Central FloridaUniversity of Central Florida

Pamela S. LewisPamela S. LewisStephen H. GoodmanStephen H. Goodman

Patricia M. FandtPatricia M. Fandt

Slides Prepared bySlides Prepared byBruce R. BarringerBruce R. Barringer

University of Central FloridaUniversity of Central Florida

Motivating Organizational Members

Motivating Organizational Members

Transparency 15-2Transparency 15-2© 2001 South-Western Publishing© 2001 South-Western Publishing

Learning ObjectivesSlide 1 of 2


1.Explain the basic motivation process.

2.Describe the different approaches to motivation.

3.Define need-based approaches of employee motivation.

4.Explain the process approaches to employee motivation.

5.Outline how goal setting is used as a tool for motivating individuals.




6.Specify how behavior modification can be used to increase and decrease behavior in an organizational setting.

7.Address the application of participative management in contemporary organizations.

8.Clarify the use of money as a motivator.

9.Account for the importance of motivation from an international perspective.


Motivation DefinedMotivation Defined

The forces and expenditure of effort acting on or within a person that cause that person to behave in a specific, goal-directed manner.


The Relationship Between Motivation and PerformanceThe Relationship Between

Motivation and Performance

EducationKnowledgeEducationKnowledge

Mechanical Skills

Psychomotor Skills

Mental Skills

Motivation x Ability Performance


Motivation ApproachesMotivation Approaches

• Need-Based Models– Emphasize specific human needs or the factors

within a person that energize, direct, and stop behavior.

• Process Models– Take a more dynamic view of motivation. They

focus on understanding the thought or cognitive processes that take place within the individual’s mind and act to affect behavior, as well as cues in the environment that influence behavior.


Need-Based Models of Motivation

Need-Based Models of Motivation

Maslow’sHierarchy of

Needs

Herzberg’sTwo-Factor

Model

Acquired-Needs Model


Maslow’s Hierarchy of Needs Slide 1 of 2


• According to Maslow, a person has five fundamental needs:– Physiological, security, affiliation, esteem, and

self-actualization.

• Individuals have various needs and try to satisfy these needs using a priority system or hierarchy.




Self-

actualization

Esteem

Affiliation

Physiological

Security


Two-Factor Model Slide 1 of 2


• Herzberg found that the factors leading to job satisfaction were separate and distinct from those that lead to job dissatisfaction.– Motivator factors

• Related to job content or what people actually do in their work.

– Hygiene factors• Associated with the job context in which the

job is performed.




Motivator Factors

Hygiene Factors

- Achievement

- Recognition

- The work itself

- Company policy

- Salary

- Work conditions

Dissatifaction No dissatifaction

No satisfaction Satisfaction


Acquired-Needs Model Slide 1 of 2


• The acquired-needs model focuses on three particularly important or relevant needs in the work environment:– Need for achievement– Need for affiliation– Need for power

• The model proposes that when a need is strong, it will motivate the person to engage in behavior to satisfy that need.




• Need for Achievement– The drive to excel, to accomplish challenging

tasks, and to achieve a standard of excellence.

• Need for Power– The desire to influence and control one’s

environment.

• Need for Affiliation– The desire for friendly and close interpersonal

relationships.


Process-Based Models of Motivation

Process-Based Models of Motivation

ExpectancyModel

EquityModel

GoalSetting

BehaviorModification


Expectancy Model Slide 1 of 4


• Motivational model suggesting that work motivation is determined by the individual’s perceptions:– The relationship between effort and

performance.– The desirability of various work outcomes that

are associated with different performance levels.




• Components of Expectancy Model– Expectancy

• The belief that a particular level of effort will be followed by a particular level of performance.

– Instrumentality• The probability assigned by the individual

that a specific level of achieved task performance will lead to various work outcomes.




• Components of Expectancy Model – Valence

• The value or importance that the individual attaches to various work outcomes.




Effort

Performance

Outcomes: Rewards

Valence

Instrumentality

Expectancy


Equity Model Slide 1 of 3


• Equity model focuses on an individual’s feelings about how fairly he or she is treated in comparison with others.

• The model makes two assumptions:– Individuals evaluate their interpersonal

relationships just as they evaluate any exchange process.

– Individuals compare their situations with those of others to determine the equity of their own situation.




• Maintaining Equity– Equity theory suggests that maintaining one’s

self-esteem is an important priority. To reduce a perceived inequity, a person may take one of the following actions:• Change work inputs either upward or

downward to an equitable level.• Change outcomes to restore equity.• Psychologically distort comparisons.




• Maintaining Equity– Ways of reducing a perceived inequity:

• Change the comparison person he or she is using to another person.

• Leave the situation (e.g., quit the job or transfer to another department).


Goal Setting Slide 1 of 2


• A process intended to increase efficiency and effectiveness by specifying the desired outcomes toward which individuals, groups, departments, and organizations work.




• As a motivational tool, goal setting can help employees because goals serve three purposes:– Guide and direct behavior toward supportive

organizational goals.– Provide challenges and standards against which

the individual can be assessed.– Define what is important and provide a

framework for planning.


Behavior ModificationSlide 1 of 2


• Behavior modification is the application of reinforcement theory that rests on two underlying assumptions:– First, human behavior is determined by the

environment.– Second, human behavior is subject to observable

laws and can be predicted and changed.




• Implication of Behavior Modification Assumptions– Since people repeat behaviors that are positively

reinforced and avoid behaviors that are punished, managers can influence employee performance by reinforcing behavior they see as supporting organizational goals.


Reinforcement Strategies Slide 1 of 3


• Positive Reinforcement– The administration of positive and rewarding

consequences following a desired behavior.

• Avoidance– Strengthens desired behavior by allowing

escape from an undesirable consequence.




• Extinction– The withdrawal of the positive reward or

reinforcing consequences for an undesirable behavior.

• Punishment– The administration of negative consequences

following undesirable behavior.




Behavior

Supportsorganizational

goals

Hinders organizational

goals

Positivereinforcement

Avoidance Extinction Punishment


Schedules of Reinforcement Slide 1 of 2


• Continuous Schedule of Reinforcement– Rewarding a desired behavior each time it

occurs.

• Partial Schedule of Reinforcement– Rewarding the desired behavior intermittently.

• Fixed Interval Schedule– Rewards employees at specific time intervals,

assuming that the desired behaviors have continued at an appropriate level.




• Fixed Ratio Schedule– Provides a reinforcement after a fixed number

of occurrences of the desired behavior.

• Variable Interval Schedule– When reinforcement is administered at random

or varying times that cannot be predicted by the employee.

• Variable Ratio Schedule– Reinforcement administered after a varying or

random number of occurrences.


Contemporary Motivational Approaches

Slide 1 of 3


Slide 1 of 3

• Participative Management– Encompasses various activities in which

subordinates share a significant degree of decision-making power with their immediate superiors.

– The use of participative management involves any process where power, knowledge, information, and rewards are moved downward in the organization.



Slide 2 of 3


Slide 2 of 3

• Participative Management (cont.)– When companies increase the amount of

control and discretion workers have over their jobs, they are empowering employees and may improve the motivation of both employees and management.



Slide 3 of 3


Slide 3 of 3

• Money as a Motivator– Does money motivate employees?

• Expectancy Model - Asserts that money motivates people if it is contingent on performance and satisfies their personal goals.

• Herzberg’s Two-Factor Model - Would argue that money is a hygiene factor, so it does not act as a motivator.


Prescription for Greater Motivation

Prescription for Greater Motivation

• Tell people what you expect them to do.

• Make the work valuable.

• Make the work doable.

• Give feedback.

• Reward successful performance.

Chapter 15 ©2001 South-Western College Publishing Pamela S. Lewis Stephen H. Goodman Patricia M....

Documents

Transcript of Chapter 15 ©2001 South-Western College Publishing Pamela S. Lewis Stephen H. Goodman Patricia M....