CH 13 BSAD 310 Fall 2019

1. Chapter 13
Motivation
at Work
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2. LEARNING OUTCOMES
2HR5 | CH13
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accessible website, in whole or in part.
1. Describe the basic model of performance
2. Discuss motivation and human needs
3. Identify the basic process models of
motivation and describe an integrative model
of motivation
4. Describe other related theories and
perspectives on motivation

3. 3
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accessible website, in whole or in part. HR5 | CH13
Basic Model of Performance
• Level of performance of any task is not
solely based on motivation
• Joint function of ability, motivation, and context
• HR managers play a major role in
determining the ability and the motivation
sides of employee performance
LO 1

4. 4
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accessible website, in whole or in part. HR5 | CH13
Need-Based Theories
• Focus on what motivates a person, rather
than on how that motivation occurs
• Hierarchy of needs: Specifies five levels of
needs that are capable of motivating
behavior
• Proposed by Abraham Maslow
• Prepotent needs: Specific needs that are
capable of motivating behavior at any given
point in time
LO 2

5. 5
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accessible website, in whole or in part. HR5 | CH13
Need-Based Theories (Continued)
• Five categories of needs arranged from the most
basic needs to the more complex needs:
- Physiological needs
- Security needs
- Belongingness needs
- Esteem needs
- Self-actualization needs
LO 2

6. 6
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accessible website, in whole or in part. HR5 | CH13
Motivation and Needs
• ERG theory
• Involves three levels of needs
• Allows for someone to regress from a higher-
level need to a lower-level need
• Dual factor theory
• Identifies motivators and hygiene factors as two
sets of conditions at work that can satisfy needs
LO 2

7. 7
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accessible website, in whole or in part. HR5 | CH13
Process Theories of Motivation
• Focus on how people become motivated
and what they are motivated to do rather
than on what motivates them
• Reinforcement theory: Proposes that all
behavior is a function of its consequences
• Has three components:
- Stimulus: Cues in the environment
- Response: Behavior that is a reaction to the
stimulus
- Outcomes: Consequences that follow from
the behavior
LO 3

8. 8
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accessible website, in whole or in part. HR5 | CH13
Reinforcement and Desirable Behavior
• Positive reinforcement
• Behavior is followed by positive consequences
and thus is likely to be repeated
• Extinction
• Behavior is followed by no consequences and
eventually disappears
• Punishment
• Behavior is followed by negative consequences
and so is not repeated
LO 3

9. 9
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accessible website, in whole or in part. HR5 | CH13
Partial Reinforcement
• Rewarding a behavior only part of the time
rather than all the time
• Administered based on schedules
• Interval schedules: Behavior is reinforced as a
function of the passage of time
- Fixed interval schedule: Amount of time that
must pass before a reward is given is constant
over time
- Variable interval schedule: Amount of time
that must pass before a reward is given can
change from one reward period to another
LO 3

10. 10
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accessible website, in whole or in part. HR5 | CH13
Partial Reinforcement (Continued)
• Ratio schedules: Behavior is reinforced as a
function of how many times it occurs
- Fixed ratio schedule: Number of times a
behavior must occur before it is rewarded
remains constant over time
- Variable ratio schedule: Number of times a
behavior must occur before it is rewarded
changes over time
• Variable schedules involve the longest learning
time and are the most resistant to extinction
LO 3

11. 11
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accessible website, in whole or in part. HR5 | CH13
Expectancy Theory
• Process theory of motivation that casts the
employee in the role of decision maker
• Concerned with the effort, performance,
and outcomes and the links among the
three
• Effort-to-performance expectancy
- A person’s perception of the probability that
an increase in effort will result in an increase
in performance
LO 3

12. 12
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accessible website, in whole or in part. HR5 | CH13
Expectancy Theory (Continued)
• Performance-to-outcomes expectancy
- Also known as instrumentality
- A person’s perception of the probability that
improved performance will lead to certain
outcomes
• Valence
- How attractive or unattractive an outcome
looks to a person
LO 3

13. 13
Figure
HR5 | CH13
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accessible website, in whole or in part.
13.5 The Equity Comparison Process
LO 3

14. 14
Figure
HR5 | CH13
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accessible website, in whole or in part.
13.6 An Integrative Model of Motivation
LO 3

15. 15
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Goal Theory
• Based on the premise that people with
goals work harder than people without
goals
• Suggests that not all goals are created equal
• Goals that are difficult, specific, and concrete
will motivate employees the best
LO 4

16. 16
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accessible website, in whole or in part. HR5 | CH13
Agency Theory
• Addresses potential conflicts of interests
among different groups of stakeholders in
an organization
• Problems arise when the interests of the owners
(the principals) are in conflict with the interests
of the managers (agents)
LO 4

17. 17
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accessible website, in whole or in part. HR5 | CH13
Intrinsic Motivation and Creative Behavior
• Intrinsic motivation
• Motivation to do work because it is interesting,
engaging, or possibly challenging
• Creative behavior
• Involves doing things at work that are
innovative and that provide some value for the
organization
LO 4

18. KEY TERMS
18HR5 | CH13
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accessible website, in whole or in part.
• Motivation
• Need-based theories
• Hierarchy of needs
• Prepotent
• ERG theory
• Dual factor theory
• Process theories
• Reinforcement theory
• Positive reinforcement
• Extinction
• Punishment
• Behavior modification
• Partial reinforcement
• Interval schedules
• Ratio schedules
• Fixed interval
schedules
• Variable interval
schedules
• Fixed ratio schedules

19. KEY TERMS
19HR5 | CH13
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accessible website, in whole or in part.
• Variable ratio
schedules
• Expectancy theory, or
VIE theory
• Effort-to-performance
expectancy
(expectancy)
• Performance-to-
outcomes expectancy
(instrumentality)
• Valence
• Equity theory
• Goal theory
• Agency theory
• Intrinsic motivation
• Creative behavior

20. SUMMARY
20HR5 | CH13
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accessible website, in whole or in part.
• HR managers must determine the ability
and motivation sides of performance
• Needs-based theories suggest that not
everyone would be motivated by the same
set of needs at any one time
• Process theories of motivation deal with
how a person becomes motivated to
perform in a certain way
• Goal theory, agency theory, intrinsic
motivation, and creativity aid in motivation