6-1

Michael A. HittC. Chet Miller

Adrienne Colella

Chapter 6 Work Work

MotivationMotivation

Slides by Ralph R. Braithwaite

6-2

W.L. Gore & Associates – W.L. Gore & Associates – Four Guiding PrinciplesFour Guiding Principles

Wilbert Gore• The ability to make one’s own commitments

and keep them• Freedom to encourage, help, and allow

other associates to grow in knowledge, skill and scope of responsibility

• Consultation with others before undertaking actions that could impact the reputation of the company

• Fairness to each other and everyone with whom contact is made

Exploring Behavior in Action

6-3

Work Motivation at Work Motivation at W.L. Gore & AssociatesW.L. Gore & Associates

Wilbert Gore• What are your thoughts about Bill Gore’s

lattice structure?• What are your reactions to the four

principles that govern behavior?• Would these principles work in other

organizations? Why or why not?• Do you think the company can maintain

its philosophy as it continues to grow?

Exploring Behavior in Action

6-4

Knowledge ObjectivesKnowledge Objectives1. Define work motivation and explain why it is

important to organizational success.2. Discuss how managers can use Maslow’s need

hierarchy and ERG theory to motivate associates.3. Describe how need for achievement, need for

affiliation, and need for power relate to work performance and motivation.

4. Explain how Herzberg’s two-factor theory of motivation has influenced current management practice.

More

6-5

Knowledge ObjectivesKnowledge Objectives5. Discuss the application of expectancy theory to

motivation.6. Understand equity theory and procedural justice,

and discuss how fairness judgments influence work motivation.

7. Explain how goal-setting theory can be used to motivate associates.

8. Describe how jobs can be enriched and how job enrichment can enhance motivation.

9. Based on all major theories of work motivation, describe specific actions that can be taken to increase and sustain employee motivation.

6-6

What is Motivation?What is Motivation?Forces coming from within a person that account for the willful direction, intensity, and persistence of the person’s efforts toward achieving specific goals, where achievement is not due solely to ability or to environmental factors

6-7

EquationEquationPerson’s level of performance is a function (f) of both ability and motivation:

Performance = f (Ability x Motivation)

Environmental factors also play a role

6-8

Theories of MotivationTheories of Motivation• Content Theories• Maslow’s need hierarchy• Alderfer’s ERG theory• McClelland’s need theory• Herzberg’s two-factor theory

• Process Theories• Expectancy theory• Equity theory• Goal-setting theory

6-9

Need HierarchyNeed Hierarchy

Abraham MaslowAbraham Maslow

6-10

Maslow’s Need HierarchyMaslow’s Need Hierarchy

Esteem NeedsEsteem Needs

Physiological NeedsPhysiological Needs

Safety NeedsSafety Needs

Social and Social and Belongingness NeedsBelongingness Needs

Self-Self-ActualizationActualization

Must w

ork y

our w

ay u

p…

Must w

ork y

our w

ay u

p…

6-11

ERG TheoryERG Theory

Clayton Alderfer

6-12

ERG TheoryERG Theory

ExistenceExistenceNeedsNeeds

RelatednessRelatednessNeedsNeeds

GrowthGrowthNeedsNeeds

Satisfaction and Progression

Frustration and Regression

6-13

Comparison of Two TheoriesComparison of Two Theories

Maslow’s Need Hierarchy

Physiological Needs

Safety Needs

Social and Belongingness Needs

Esteem Needs

Self- Actualization

Existence Needs

Relatedness Needs

Growth Needs

Alderfer’s ERG Theory

Adapted from Exhibit 6-1: Maslow’s Need Hierarchy and Alderfer’s ERG Theory Compared

6-14

Theory of NeedsTheory of NeedsDavid C. McClelland

6-15

McClelland’s Theory of NeedsMcClelland’s Theory of Needs

PowerAchievement Affiliation

6-16

ConclusionConclusion• People with a high need for institutional power

are particularly good at • Increasing morale• Creating clear expectations• Getting others to work for the good of the

organization• Effective managers have both a high need for

achievement and a high need for institutional power

6-17

ManagerialAdvice

Managers Over the EdgeManagers Over the Edge1. Why do you think there have been

changes in the need for achievement over the last 20+ years?

2. Do you agree or disagree with the two reasons (coerciveness and shortcuts) given that can cause problems?

3. It is suggested that understanding needs and managing needs are two guidelines that will help high-achievement managers. Do you agree or disagree with this idea?

6-18

Frederick Herzberg

6-19

Two-Factor TheoryTwo-Factor Theory• Emphasizes two sets of rewards or outcomes –

those related to job satisfaction and those related to job dissatisfaction• The two sets are not opposite ends of the same

continuum but are independent states• Job factors leading to satisfaction are different

from those leading to dissatisfaction, and vice versa

6-20

Herzberg’s Two-Factor TheoryHerzberg’s Two-Factor Theory

MotivatorsMotivators HygieneHygieneFactorsFactors

6-21

Two-Factor TheoryTwo-Factor Theory

• Achievement• Recognition• Responsibility• Opportunity for

advancement or promotion• Challenging work • Potential for personal

growth

• Pay• Technical supervision• Working conditions• Company policies and

procedures• Interpersonal

relationships with others• Status• Security

When increased, lead to greater satisfaction

When deficient, lead to greater dissatisfaction

MotivatorsMotivators Hygiene FactorsHygiene Factors

6-22

Process TheoriesProcess Theories

Expectancy Equity

Goal-Setting

6-23

I1

I2

I3

E

Expectancy TheoryExpectancy TheoryMF = E x (I x V)

MF = Motivational ForceE = Expectancy

I = InstrumentalityV = Valence

MF = Effort Performance

Outcome

Outcome

Outcome

V1

V2

V3

Adapted from Exhibit 6-2: Expectancy Theory

Victor Vroom

6-24

Expectancy TheoryExpectancy TheoryTo increase motivation• Heighten expectancy by increasing associates’

beliefs that exerting effort will lead to higher levels of performance • Increase instrumentalities by clearly linking high

performance to outcomes • Increase valence by providing outcomes that are

highly valued

6-25

Equity TheoryEquity TheoryMotivation is based on a person’s assessment of the ratio of the outcomes received (pay, status) for inputs on the job (effort, ability) compared to the same ratio for a comparison other

My Outcomes

My inputsvs.

Other’s Outcomes

Other’s Inputs

6-26

Equity TheoryEquity TheoryPerceived inequity, employees may:• Increase or decrease inputs• Change their outcomes• Distort perceptions of inputs and/or outcomes• Distort perceptions of other’s inputs and/or

outcomes• Change the referent others• Leave the organization

6-27

Reactions to InequityReactions to InequitySensitives – pay a great deal of attention to outcome-input ratios, motivated to resolve any inequity – favorable or unfavorableBenevolents – tolerant of inequity that is unfavorable but not comfortable with inequity that favors themEntitleds – do not tolerate unfavorable inequity but are comfortable with inequity that favors them

6-28

Reactions to EquityReactions to EquityFeelings of equity frequently lead to outcome satisfaction and job satisfaction, organizational commitment, and organizational citizenship behaviors.Organizational Citizenship – an associate’s willingness to engage in organizationally important behaviors that go beyond prescribed job duties – helping co-workers, expending extra effort, etc.

6-29

Distributive JusticeDistributive JusticeA form of justice that relates to perceptions of fairness in outcomes. Often tied to perceptions of inequity.

6-30

Procedural JusticeProcedural Justice

Voice in the decision process

Procedures applied

consistently

Procedures free from bias

Based on accurate information

Formal grievance procedures

Ethical code

Treated with respect

Given reasons for decisions

The degree to which people think the procedures used to determine outcomes are fair. Some rules:

Procedural Procedural JusticeJustice

6-31

Goal-Setting TheoryGoal-Setting TheoryChallenging and specific goals increase human performance because they affectattention, effort, and persistence. To beeffective, managers should address:• Goal difficulty• Goal specificity• Goal commitment• Participation in setting goals• Feedback

Edwin Locke

6-32

Factors Affecting Goal Factors Affecting Goal CommitmentCommitment

Adapted From Exhibit 6-3: Factors Affecting Goal Commitment

Factors Increasing the Desirability of Attaining a Given Goal

Factors Increasing the Perceived Ability of Attaining a Given Goal

6-33

ConclusionsConclusionsFeedback on performance, even in the absence of established goals, is likely to have a positive effect on motivation. Feedback is especially important when performance goals exist and when they are relatively difficult to achieve.

6-34ExperiencingStrategic OB

Making Visible ChangeMaking Visible ChangeMotivate employees by:• Providing a well-defined career path• Providing valued rewards and benefits• Setting specific, challenging goals• Providing support to help build client base• Avoiding layoffs of associates• Engaging associates in a variety of organizational

decisions

Thoughts?

John and Maryanne McCormack

6-35

Motivating Associates: Motivating Associates: Integration of TheoryIntegration of Theory

Adapted from Exhibit 6-4: Motivation Factors Resulting from Motivation Theories

XXXGoal Setting

XXXXEquity

XXXXExpectancy

XHerzberg

XXXXXMcClelland

XXXMaslowERG

Clarify Goals

Provide Feedback

Redesign Jobs

Tie to Performance

Find Rewards

Motivation Theories

Motivation Practices

6-36

Motivating Associates: Motivating Associates: Integration of TheoryIntegration of Theory

• Find meaningful individual rewards • Tie rewards to performance• Redesign jobs – job enlargement and job

enrichment• Provide feedback• Clarify expectations and goals – some use MBO

6-37

Job EnrichmentJob Enrichment

SkillVariety

TaskIdentity

Autonomy Feedback

TaskSignificance

Greg Oldham

Richard Hackman

6-38ExperiencingStrategic OB

Connecting People in the Connecting People in the WorkplaceWorkplace

Deloitte recommends:• Design physical space that fosters

connections• Build an organizational cushion of time

and space• Cultivate communities• Stimulate rich networks of high-quality relationships• Provide collaboration tools

Thoughts?

6-39

Provide FeedbackProvide Feedback• Feedback is most effective when provided in

conjunction with goals• Feedback should be repeated and provided at

regular intervals• Feedback should contain information about how

associates can improve their performance• Feedback should come from a credible source• Feedback should focus on the performance, not the

person

6-40

The Strategic LensThe Strategic Lens1. Assume that you are managing a talented but

unmotivated associate. Also assume that organizational resources needed for the job are generally sufficient. What factors would you consider first in attempting to motivate the associate? Why those factors?

2. A number of theories of motivation suggest that different rewards might be important to different people. How difficult is it to reward people differently for performing similar work?

3. How will your individual motivation affect your career opportunities?

6-41

QuestionsQuestions