Misconceptions About Motivation 1. Some people just aren’t motivated. 2. Motivation is something...
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Misconceptions About Motivation
1. Some people just aren’t motivated.
2. Motivation is something you do TO others.
3. A happy worker is a productive worker.
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Why is motivation important?Why is motivation important?
Motivation determines effort and effort is one determinant of performance
Motivated workers don’t need constant supervision
Motivated workers are more likely to show up Motivated workers can provide a competitive
advantage through ideas and customer service
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Content Theories of Motivation
- Help us understand what motivation IS
- Assume behavior to be goal directed
- Needs (unsatisfied) are the source of motivation
- Need = an internal state of deficiency
-Needs Tension Behavior to reduce the tensionby satisfying the need(Homeostasis)
-At certain times some needs will be more important than others.
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Maslow’s Hierarchy of Needs
Self-Actualization
Esteem
Belongingness
Security
Physiological
Need Prepotency
Need Progression
Premises:
5 level hierarchy
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Alderfer’s ERG Theory
Growth
Relatedness
Existence
Premises:
A 3 level hierarchy
Need Progression
Need Regression
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Argyris’ Immaturity-Maturity Theory
Immaturity Maturity Passivity Activity
Dependence Independence
Few ways of behaving Diverse behavior
Shallow interests Deep interests
Short time perspective Long term perspective
Subordinate position Superordinate position
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Causes of Employee Satisfaction
Traditional View
Dissatisfaction Satisfaction
Low Pay High pay
Herzberg’s Two Factor Theory
Dissatisfaction Satisfaction
- Hygiene +Hygiene - Motivators + Motivators
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Herzberg’s Hygiene & Motivator Factors
Hygiene Factors Motivator Factors
Pay Achievement
Working Conditions Recognition
Security Work Itself
Fringe Benefits Responsibility
Company Policies Growth Potential
Interpersonal Relations
Supervision
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Assessment of HerzbergAssessment of Herzberg
Contributions Criticisms
1st to argue that job content Assumed satisfaction design was important causes motivationAdvocated job enrichment as Ignored individual a motivational strategy differences. Not Easy to understand, intuitively everyone wants an appealing enriched jobExplained why “more” “Method bound” hygiene factors won’t increase motivation
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McClelland’s Acquired Needs Theory
Needs Characteristic Preferences
Need for Affiliation Like to work with their friendsOpportunities to communicate
Need for Power Control over othersAttentionRecognition
Personal vs. Institutional
Need for Achievement Like to set own goals“Challenging” goalsLike immediate feedbackLike individual responsibility
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Critique of Need Satisfaction Models
Need Satisfaction Alternative Model
Job Characteristics
Need Fulfillment Needs
Job Attitudes
Job Behaviors
Job Attitudes
Job Behaviors
(Objective)Job Characteristics
(Imputed/perceived)
Needs
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Process/Choice TheoriesProcess/Choice Theories
The decision to expend effortThe level of effort to exertHow effort can be made to persist over
time
They seek to help us understand the processes behind the choices we make:
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Expectancy Theory
Employee’s ManagerialPerception Definition Question Implications
Valence the perceived value Do I value the Need to identify individual of a particular rewards offered? needs. outcome to an individual. Adjust available rewards to
meet those needs.
Instrumentality the perceived probability Can I achieve the Select workers with ability. that performance will desired level of Train workers to use abilities. lead to outcomes performance? Support workers with available
resources. Clarify performance goals.
Expectancy the perceived probability What rewards will Communicate P R possibilities that effort will lead to I get as a result of Confirm P R possibilities task performance my performance? by making ACTUAL
rewards contingent on performance.
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Expectancy Theory Example
Perceived MotivationOutcomes V I E ForceHigh Salary 10 .8
IBM Fast Promotions 10 .6Prestige 10 .5Freq. Moves -20 .9
Sum V*I 1 .8 .8
High Salary 10 .4Fed. Fast Promotions 10 .1Gov. Prestige 10 .3
Freq. Moves -20 .3Sum V*I 2 1.0 2.0
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Expectancy Theory
Expectancy Theory Perceptions Reality
Effort Perf. Rewards Effort Perf. Rewards
E I V
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Reasoning Behind Goal Setting
Direction specific goals direct your focusto relevant activities.
Effort need to devote more intense levels of effort toward difficultgoals
Persistence specific, difficult goals encourageyou to persist longer at a task thanwould be the case with less difficult or vague goals.
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A Model of Goal Setting
Performance GoalIntentionsPast Performance
Goal Setting Process
AssignedParticipative
Goal Content Specificity Difficulty
Knowledge of Goal Goal Results Attributes Aspirations Outcomes
+
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Goal Difficulty ControversyGoal Difficulty Controversy
Goal Setting Theory N Ach Expectancy Theory
H H H
M M M
L L L
Easy Medium Hard Easy Medium Hard Easy Medium Hard
Goal Difficulty Goal Difficulty Goal Difficulty
PERFOMANCE
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A Modified Model of Goal SettingA Modified Model of Goal Setting
Past Performance
Goal Intentions
Performance
Goal Content Specificity Difficulty
Goal Setting Process Assigned Participative
Individual Differences
Personality (Self efficacy)Needs (N Ach)Cognitions (attributions)Perceptions (expectancies)
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The Role of Incentives
Performance Level
Low
High
Perceived Goal Difficulty
Easy HardPieceratebonus
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Criticisms of Goal SettingCriticisms of Goal Setting
•Difficult to Sustain
•Works best on simple jobs
•Encourages Game-Playing
•Another Control Device
•Can become an obsession (Means-end reversal)
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Equity Theory Perceptions
1. Perceptions of outcomes received
2. Perceptions of inputs required
3. Perceptions of the outcomes and inputs of a “Referent” other
OI OO
II IO
=
Equity
OI OO OI
II IO II
< >OO
IO
or
Inequity
O/I O/I
Under Reward Over Reward
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Equity Theory Reactions
Equity Inequity
Motivation to Motivation to reducemaintain current inequity:situation 1. Change inputs
2. Change outcomes3. Alter perceptions of self4. Alter perceptions of other5. Change referent other6. Leave the situation
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Equity SensitivityEquity Sensitivity
Under Reward Equity Over Reward
Satisfaction
High
Low
Entitleds
Benevolents
Equity Sensitives
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Justice PerceptionsJustice Perceptions
Distributive Justice
Procedural Justice
Interactive Justice
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A Perspectives Approach to MotivationA Perspectives Approach to Motivation
Motivation Questions
What is it? How does it work?(Content Theories) (Process Theories)
Maslow’s Hierarchy Expectancy TheoryAlderfer’s ERG Theory Equity TheoryHerzberg’s 2 Factory Theory Goal Setting TheoryMcClelland’s Learned Needs
Rational Economic Theory Reinforcement TheoryScientific Management
Internal
External
Location ofthe PrimeMover
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Questions Approach to Motivation TheoryQuestions Approach to Motivation Theory
1. What energizes behavior?
2. What channels energized behavior?
3. How can one maintain energized behavior?
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An Integrated Model of Motivation
Individual Factors Environmental Factors
Needs Tension EnergizedEffort
Alternative Associated Actions Outcomes1. 1.2. 2.3. 3.Etc. Etc.
Selection of an alternative
Effort
Ability
RolePerceptions
Actual ActualPerformance Rewards
Equity Perceptions Satisfaction
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Implications of Motivation Theory for Managers
1. Managers can influence employee motivation.2. Motivation is not the ONLY cause of performance.3. Some factors managers have control over, others they do not.4. Managers who fail to discriminate have no power.5. Managers need to diagnose the cause of low performance before taking action.6. Establishing goals to direct behavior is important to any motivation program.7. Rewards can be a powerful tool, IF...
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Typical Reasons Why Workers Fail to PerformTypical Reasons Why Workers Fail to Perform
Reason Potential Managerial Problem1. Doesn’t understand Inability to impart public knowledge directions (poor communicator)2. Lacks ability Selection, transfer, termination problem3. Dislikes the work Selection, placement or job design
problem4. Rewards are not viewed Lack of understanding of needs of
as rewards workforce; or satisfaction problem5. No relationship between Lack of discrimination problem
work output and rewards6. Employees are in a Working from the value system of the
different career stage than manager rather than from the manager subordinate’s value system