MultiMedia by Stephen M. Peters© 2002 South-Western Human Motivation.

MultiMedia by Stephen M. Peters © 2002 South-Western

Human Motivation


Quality of Work Life (QWL) Focuses on

Enhancing workers’ dignity.

Improving workers’ physical and emotional well-being.

Enhancing the satisfaction individuals achieve.


Basics of Motivation

• Motivation is the result of the interaction of a person’s internalized needs and external influences that determine behavior.

• Enlightened managers have discovered that motivation is not something that is done to a person.

• It results from a combination of factors, including:– Individuals’ needs.– Ability to make choices.– An environment that provides the opportunity to satisfy those

needs.


Basic Motivation Model


To Satisfy a Need,a Person Must Evaluate Several Factors

Past experiences Environmental influences Perceptions Skills are a person’s performance

capabilities. Incentives are factors created by managers

to encourage workers to perform a task.


Past Experiences

Environmental Influences

PerceptionsSkills

Needed

IncentivesSupplied by

Manager

Integrated Motivation

Model


Maslow’s Hierarchy of Needs Four Premises

Only an unsatisfied need can influence behavior; a satisfied need is not a motivator.

A person’s needs are arranged in a priority order of importance.

A person will at least minimally satisfy each level of need before feeling the need at the next level.

If need satisfaction is not maintained at any level, the unsatisfied need will become a priority once again.


Abraham Maslow’s Hierarchy of Human

Needs

• Food• Clothing• Shelter• Comfort• Self-Preservation

Physical Needs

• Security for Self and Possessions• Avoidance of Risks• Avoidance of Harm• Avoidance of Pain

Safety Needs

• Companionship• Acceptance• Love and Affection• Group Membership

Social Needs

• Responsibility• Self-Respect• Recognition• Sense of Accomplishment

Esteem Needs

• Reaching Your Potential• Independence• Creativity• Self-Expression

Self-Realization

Needs


Herzberg’s Two-Factor Theory Hygiene Factors

— Are extrinsic to the job.— Do not relate directly to a person’s actual work activity.— Are part of the context of the job, not its content.— If factors are of low quality, employees feel job dissatisfaction.— Do not necessarily act as motivators.— Are not necessarily stimuli for growth or greater effort.— Are the primary cause of unhappiness on the job.


Hygiene Factors Include• Salary

• Job security

• Working conditions

• Status

• Company policies

• Quality of technical supervision

• Quality of interpersonal relations among peers, supervisors, and subordinates


Herzberg’s Two-Factor Theory Motivation Factors

—Are the primary cause of job satisfaction.—Are intrinsic to a job.—Relate directly to the real nature of the work people

perform.—Relate to job content.—Different people require different kinds and degrees of

motivation factors.


David McClellandNeed for Achievement

• Theory that holds that certain types of needs are learned during a lifetime of interaction with the environment.

• McClelland’s three needs relate to:– Achievement, or the desire to excel or achieve in relation to a

set of standards.– Power, or the desire to control others or have influence over

them.– Affiliation, or the desire for friendship, cooperation, and close

interpersonal relationships.


Achievement Motivation Two Important Ideas

The achievement need can be strengthened by training.

A strong achievement need relates to how well individuals are motivated to perform their work.


High AchieverMcClelland and an Associate,

David Burnham

• Performs a task because of a compelling need for personal achievement.

• Prefers to set moderate goals that, with stretching, are achievable.

• Prefers immediate and concrete feedback about performance, which assists in measuring progress toward the goal.

• Prefers to take personal responsibility for solving problems rather than leaving the outcome to others.


Alderfer’s ERG Theory

• Proposed a needs theory that compressed Maslow’s five need levels into three: Existence. Existence needs relate to a person’s

physical well-being. Relatedness. Relatedness needs include needs for

satisfactory relationships with others. Growth. Growth needs call for the realization of

potential and the achievement of competence.


Expectancy Theory IncludesThree Variables

Effort-performance link

Performance-reward link

Attractiveness


To Motivate Behavior (Vroom, 1964; Porter and Lawler, 1968)

• Understand that employees measure the value associated with the assignment.

• Find out what outcomes are perceived as desirable by employees and provide them.

• Make the job intrinsically rewarding.• Effectively and clearly communicate desired behaviors and their

outcomes.• Link rewards to performance.• Be aware that people and their goals, needs, desires, and levels of

performance differ.• Strengthen each individual’s perceptions of his or her ability to

execute desired behaviors and achieve outcomes by providing guidance and direction.


Reinforcement Theory Holds

Behavior is influenced by the rewards or penalties experienced in similar situations in the past.

Much of motivated behavior is learned behavior.


Developing Motivated Behavior

• Tell individuals what they can do to get positive reinforcement.

• Tell individuals what they are doing wrong.

• Base rewards on performance.

• Administer the reinforcement as close in time to the related behavior as possible.

• Recognize that failure to reward can also modify behavior.


According to Goal-Setting Theory, Managers Should

Work with employees in setting goals. Make goals specific rather than general. Provide feedback on performance.


Immaturity to Maturity Chris Argyris (1957)

Tend to be active rather than passive. Are independent rather than dependent. Are self-aware rather than unaware. Are self-controlled rather than controlled by others. The formal chain of command limits self-determination,

making individuals passive and manager dependent. The span of control decreases a person’s self-determination. Unity of direction places objectives under the control of one

manager. Specialization of labor limits initiative and self-

determination.


Development of ExpectationsJohn L. Single (1980)

Subordinates do what they believe they are expected to do.

Ineffective managers fail to develop high expectations for performance.

Managers perceived as excellent create high performance expectations that their employees can fulfill.


Providing an Effective Reward SystemDavid Van Fleet (1991)

Rewards must satisfy the basic needs of all employees.

Rewards must be comparable to those offered by competitive organizations in the same area.

Rewards must be equally available to people in the same positions and be distributed fairly and equitably.

The reward system must be multifaceted.


Job Enrichment Should Include

• Variety of tasks • Task importance

• Task responsibility • Feedback


Intrapreneurship GuidelinesKuratko and Hodgetts (1989)

• Encourage action.• Use informal meetings.• Tolerate–do not punish–failure be persistent.• Be persistent.• Reward innovation.• Plan the physical layout.• Reward and/or promote innovative personnel.• Encourage people to go around red tape.• Eliminate rigid procedures.• Organize people into small teams.

MultiMedia by Stephen M. Peters© 2002 South-Western Human Motivation.

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Transcript of MultiMedia by Stephen M. Peters© 2002 South-Western Human Motivation.