Motivation

Motivation
The willingness to exert high levels of effort
to reach organizational goals, conditioned
by the effort’s ability to satisfy some
individual need.

The Motivation Process
Un- Reduction
Search Satisfied
satisfied Tension Drives of
behavior need
need tension
Figure 15-1

Early Theories
Hierarchy of Needs Theory
Theory X - Theory Y
Motivation - Hygiene Theory

Maslow
Physiological Needs
Safety Needs
Social Needs
Esteem Needs
Self-Actualization Need

Maslow’s Hierarchy of Needs
Self-
actualization
Esteem
Social
Safety
Physiological
Figure 15-2

McGregor Theory X
Dislike work
Must be coerced
Shirk responsibility
Security most important
Little ambition

McGregor Theory Y
Work is natural
Self direction & self control
Average person can accept
RESPONSIBILITY
Ability to make good decisions is widely
dispersed through the population

Theory X and Theory Y
Assumptions
THEORY X THEORY Y
Employees inherently dislike Employees view work as being as
work and will attempt to avoid natural as rest or play.
it, whenever possible.
Employees must be coerced, Employees will exercise self-
controlled, or threatened with direction and self-control if they
punishment to achieve desired are committed to the objectives.
goals.
Employees will shirk response- The average person can learn to
bilities and seek formal accept, and even seek,
direction whenever possible. responsibility.
Most workers place security The ability to make good decisions
above all other factors asso- is widely dispersed through the
ciated with work and will population and isn’t necessarily the
sole ability of managers Table 15-1
display little ambition.

Herzberg - Hygiene Factors
Supervision
Company Policy
Relationship with Supervisor
Relationship with Peers
Relationship with Subordinates

Herzberg - Hygiene Factors -
continued
Personal Life
Working Conditions
Status
Security

Herzberg - Motivators
Achievement
Recognition
Work itself
Responsibility
Advancement
Growth

Herzberg’s Motivation-Hygiene
Motivators Hygiene Factors
•Achievement •Supervision
•Recognition •Company policy
•Work itself •Relationship with
•Responsibility supervisor
•Advancement •Working conditions
•Growth •Salary
•Relationship with peers
•Personal life
•Relationship with
subordinates
•Status
•Security
Extremely satisfied Neutral Extremely dissatisfied
Figure 15-3

Contemporary Theories
Three Needs Theory
Goal-Setting Theory
Reinforcement Theory
Equity Theory
Expectancy Theory

Three Needs Theory
Need for Achievement
Need for Power
Need for Affiliation

Goal-Setting Theory
Specific goals increase performance
Difficult goals, when accepted, result in
higher performance

Reinforcement Theory
Behavior is a function of its consequences
Purpose directs actions
Behavior is externally caused
Reinforcers control behavior
Ignores goals, expectations, and needs
Focuses on consequences of actions

Equity Theory
Compares Inputs and Outputs to others and
corrects inequities
Distorts their own or others I/O
Induces others to change I/O
Change own I/O
Choose different comparison Person
Quits the job

Equity Theory continued
Payment by time: Overrewarded employees
produce more than those equitably paid
Payment by Qty.: Overrewarded employees
produce fewer , but higher quality than
equitably paid
Payment by time: Underrewarded
employees produce less, poorer quality
Payment by Qty.: Underrewarded
employees produce large number , low
quality than equitably paid employees

Equity Theory
PERCEIVED RATIO COMPARISONa EMPLOYEE’S ASSESSMENT
Outcomes A Outcomes B Inequity (underrewarded)
<
Inputs A Inputs B
Outcomes A Outcomes B Equity
=
Inputs A Inputs B
Outcomes A Outcomes B Inequity (overrewarded)
>
Inputs A Inputs B
aPerson A is the employee, and person B is a relevant other or referent.
Table 15-2

Expectancy Theory
Individual acts in a certain way based on the
expectation of outcome
Individual acts in a certain way based on the
effort involved
Individual acts in a certain way based on the
attractiveness of reward

Simplified Expectancy Model
Organiza-
Individual Individual B Individual
A C
tional
effort performance goals
rewards
A = Effort-performance linkage
B = Performance-reward linkage
C = Attractiveness
Figure 15-11

Designing Motivating Jobs
Job Enrichment
Job Enlargement
Job Characteristics Model

Guidelines for Job Redesign
Suggested Action Core Job Dimensions
Skill variety
Combining tasks
Task identity
Forming natural work units
Establishing client relationships Task significance
Vertical loading Autonomy
Opening feedback channels Feedback
Figure 15-9

Job Enrichment
Increases Job Depth
Degree of control people have over their
work

Job Enlargement
Job Scope - Vertical expansion of a job by
adding planning and evaluating
responsibilities

Job Characteristic Model
Skill Variety
Task Identity
Task Significance
Autonomy
Feedback

Motivating in Today’s System
Compressed work weeks
Flexible Time
Job Sharing
Tele-commuting

Suggestions
Recognize differences
Match people to jobs
Use goals
Insure that goals are attainable
Individualize rewards
Link reward to performance
Check the system for equity

Suggestions for Motivating
Employees
Recognize individual differences.
Match people to jobs.
Use goals.
Ensure that goals are perceived as attainable.
Individualize rewards.
Link rewards to performance.
Check the system for equity.
Don’t ignore money.
Table 15-3