Motivation Pgdm Final
Transcript of Motivation Pgdm Final
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1. Outline the motivation
process.
2. Describe Maslows need
hierarchy.
3. Contrast Theory X and
Theory Y.4. Differentiate motivators
from hygiene factors.
5. List the characteristics
that high achievers
prefer in a job.
6. Summarize the types of
goals that increase
performance.
LE
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Defining Motivation
Key Elements
1. Intensity: how hard a person tries
2. Direction: toward beneficial goal
3. Persistence: how long a person tries
Key Elements
1. Intensity: how hard a person tries
2. Direction: toward beneficial goal
3. Persistence: how long a person tries
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Going Beyond the Fringe in Benefits: Especially Creative Reward
Practices
Company
Apple Computer
Publix Super Markets
Advanta Corporation
Westin Hotels
Worthington Industries
Readers Digest
Pitney Bowes
Steelcase
Delta Airlines
Reward
Stock purchase options
Partial ownership in the company
Opportunity to help train new employees
Free meals while on the job
Haircuts for $2 while at work
Fridays off during the month of May
Courses in real estate, golf, painting, photography,
and cake decorating
Access to camping facilities and equipment
Free airline travel for employees and spouses
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Theory X and Theory Y (Douglas McGregor)
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Need Hierarchy Theory
Physiological needs
Safety needs
Social needs
Esteem needs
Self-actualization
needs
Lower-orderneeds
Higher-orderneeds
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Two-Factor Theory (Frederick Herzberg)
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Comparison of
Satisfiers and
Dissatisfiers
Factors characterizing eventson the job that led to extreme
job dissatisfaction
Factors characterizing events
on the job that led to extremejob satisfaction
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Overview of Expectancy Theory
Effort
Expectancy InstrumentalityValence of
reward
Performance Reward
MOTIVATIONRole perceptionsand opportunities
Abilitiesand traits
JOBPERFORMANCE
X X
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Equity Theory: A Summary and Example
INEQUITABLE RELATIONSHIPAndy isoverpaid
compared to Bill
Bill isunderpaid
compared to Andy
Bills outcomes($25,000/year)Bills inputs
(40 hours/week)
Andys outcomes($30,000/year)Andys inputs(40 hour/week)
Andy feels guilty Bill feels angry
EQUITABLE RELATIONSHIP
Andys outcomes($30,000/year)Andys inputs(40 hour/week)
Andy is equitably paidcompared to Bill
Bills outcomes($30,000/year)Bills inputs
(40 hours/week)
Bill is equitably paidcompared to Andy
Bill feelssatisfied
Andy feelssatisfied
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Goal-Setting Theory (Edwin Locke)
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Goal Setting: Some Impressive Effects
Perc
ent a
geofMaximum
Weight
CarriedonEach
Trip
Before goal After Goal
Four-Week Periods
50
60
70
80
90
100
1 2 4 5 6 7 8 9 10 11 12Seven
Years Later
94
There was a dramaticimprovement in per-formance after a goal
was set
Performance at the goal levelwas sustained seven years after
the goal was first set
Goallevel
3
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ERG Theory (Clayton Alderfer)
Core Needs
Existence: provision ofbasic materialrequirements.
Relatedness: desire forrelationships.
Growth: desire forpersonal development.
Core Needs
Existence: provision ofbasic materialrequirements.
Relatedness: desire forrelationships.
Growth: desire forpersonal development.
Concepts:
More than one need can
be operative at the sametime.
If a higher-level needcannot be fulfilled, thedesire to satisfy a lower-
level need increases.
Concepts:
More than one need can
be operative at the sametime.
If a higher-level needcannot be fulfilled, thedesire to satisfy a lower-level need increases.
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David McClellands Theory of Needs
nAch
nPow
nAff
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Matching Achievers and Jobs
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Cognitive Evaluation Theory
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Reinforcement Theory
Concepts:
Behavior is environmentally caused.
Behavior can be modified (reinforced) by
providing (controlling) consequences.Reinforced behavior tends to be repeated.
Concepts:
Behavior is environmentally caused.
Behavior can be modified (reinforced) by
providing (controlling) consequences.Reinforced behavior tends to be repeated.
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Ken Thomass Model of Intrinsic Motivation
Employees are intrinsically motivated whenrewards an employee gets from work result from:
Choice the ability to freely self-select andperform task activities.
Competence the sense of accomplishmentfrom skillfully performing chosen tasks oractivities.
Meaningfulness pursuing a task that mattersin the larger scheme of things.
Progress the feeling of significantadvancement in achieving the tasks purpose.
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Equity Theory
ReferentComparisons:
Self-inside
Self-outside
Other-inside
Other-outside
ReferentComparisons:
Self-inside
Self-outside
Other-inside
Other-outside
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Equity Theory (contd)
E X H I B I T 6-7
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Equity Theory (contd)
Choices for dealing with inequity:
1. Change inputs (slack off)
2. Change outcomes (increase output)
3. Distort/change perceptions of self
4. Distort/change perceptions of others
5. Choose a different referent person6. Leave the field (quit the job)
Choices for dealing with inequity:
1. Change inputs (slack off)
2. Change outcomes (increase output)3. Distort/change perceptions of self
4. Distort/change perceptions of others
5. Choose a different referent person6. Leave the field (quit the job)
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Equity Theory (contd)
Propositions relating to inequitable pay:
1. Overrewarded employees produce morethan equitably rewarded employees.
2. Overrewarded employees produce less, butdo higher quality piece work.
3. Underrewarded hourly employees producelower quality work.
4. Underrewarded employees produce largerquantities of lower-quality piece work thanequitably rewarded employees
Propositions relating to inequitable pay:
1. Overrewarded employees produce morethan equitably rewarded employees.
2. Overrewarded employees produce less, butdo higher quality piece work.
3. Underrewarded hourly employees producelower quality work.
4. Underrewarded employees produce largerquantities of lower-quality piece work thanequitably rewarded employees
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Equity Theory (contd)
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Expectancy Theory
E X H I B I T 6-8
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Performance Dimensions
E X H I B I T 6-9