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Human Motivation




MultiMedia by           2002 South-
Quality of Work Life (QWL)
            Focuses on
           Enhancing workers’ dignity.


 Improving workers’ physical and emotional well-
                     being.


  Enhancing the satisfaction individuals achieve.



MultiMedia by                       2002 South-
Basics of Motivation
•• Motivation is the result of the interaction of a person’s
    Motivation is the result of the interaction of a person’s
   internalized needs and external influences that determine
    internalized needs and external influences that determine
   behavior.
    behavior.
•• Enlightened managers have discovered that motivation
    Enlightened managers have discovered that motivation
   is not something that is done to a person.
    is not something that is done to a person.
•• It results from a combination of factors, including:
    It results from a combination of factors, including:
   – Individuals’ needs.
    – Individuals’ needs.
   – Ability to make choices.
    – Ability to make choices.
   – An environment that provides the opportunity to satisfy those
    – An environment that provides the opportunity to satisfy those
     needs.
      needs.



    MultiMedia by                               2002 South-
Basic Motivation Model




MultiMedia by            2002 South-
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.



MultiMedia by                      2002 South-
Past Experiences
 Environmental Influences              Incentives
                                                    Integrated
                             Skills
       Perceptions          Needed
                                      Supplied by
                                        Manager     Motivation
                                                      Model




MultiMedia by                                 2002 South-
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.

   MultiMedia by                         2002 South-
Abraham Maslow’s                                       Self-
                                                    Realization
                                                                       •
                                                                       •
                                                                           Reaching Your Potential
                                                                           Independence
                                                                       •
Hierarchy of Human                                    Needs            •
                                                                           Creativity
                                                                           Self-Expression

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

                                Social     •   Companionship
                                           •   Acceptance
                                Needs
                                           •   Love and Affection
                                           •   Group Membership

                Safety      •   Security for Self and Possessions
                            •   Avoidance of Risks
                Needs
                            •   Avoidance of Harm
                            •   Avoidance of Pain
            •   Food
 Physical   •   Clothing
  Needs     •   Shelter
            •   Comfort
            •   Self-Preservation

    MultiMedia by                                                    2002 South-
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.




   MultiMedia by                               2002 South-
Hygiene Factors Include
• Salary
• Job security
• Working conditions
• Status
• Company policies
• Quality of technical supervision
• Quality of interpersonal relations among peers,
  supervisors, and subordinates

MultiMedia by                        2002 South-
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.




MultiMedia by                             2002 South-
David McClelland
                 Need 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.




    MultiMedia by                                 2002 South-
Achievement Motivation
       Two Important Ideas

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


     The achievement need can be strengthened by
                       training.




MultiMedia by                            2002 South-
High Achiever
             McClelland and an Associate,
                  David Burnham
•   Performs a task because of a compelling need for personal
    achievement.

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

•   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.


    MultiMedia by                                2002 South-
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.



  MultiMedia by                       2002 South-
Expectancy Theory Includes
        Three Variables

                Effort-performance link


                Performance-reward link


                    Attractiveness




MultiMedia by                         2002 South-
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.

   MultiMedia by                               2002 South-
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.




MultiMedia by                            2002 South-
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.

 MultiMedia by                         2002 South-
According to Goal-Setting Theory,
       Managers Should

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




MultiMedia by                      2002 South-
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.


    MultiMedia by                           2002 South-
Development of Expectations
          John 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.




    MultiMedia by                       2002 South-
Providing an Effective Reward System
       David Van Fleet (1991)

 Rewards must satisfy the basic needs of all
 Rewards must satisfy the basic needs of all
   employees.
  employees.
 Rewards must be comparable to those offered by
 Rewards must be comparable to those offered by
   competitive organizations in the same area.
  competitive organizations in the same area.
 Rewards must be equally available to people in
 Rewards must be equally available to people in
   the same positions and be distributed fairly and
  the same positions and be distributed fairly and
   equitably.
  equitably.
 The reward system must be multifaceted.
 The reward system must be multifaceted.


 MultiMedia by                      2002 South-
Job Enrichment Should Include

 • Variety of tasks   • Task importance
 • Task responsibility • Feedback




MultiMedia by                2002 South-
Intrapreneurship Guidelines
     Kuratko 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                           2002 South-

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Ch13

  • 2. Quality of Work Life (QWL) Focuses on Enhancing workers’ dignity. Improving workers’ physical and emotional well- being. Enhancing the satisfaction individuals achieve. MultiMedia by 2002 South-
  • 3. Basics of Motivation •• Motivation is the result of the interaction of a person’s Motivation is the result of the interaction of a person’s internalized needs and external influences that determine internalized needs and external influences that determine behavior. behavior. •• Enlightened managers have discovered that motivation Enlightened managers have discovered that motivation is not something that is done to a person. is not something that is done to a person. •• It results from a combination of factors, including: It results from a combination of factors, including: – Individuals’ needs. – Individuals’ needs. – Ability to make choices. – Ability to make choices. – An environment that provides the opportunity to satisfy those – An environment that provides the opportunity to satisfy those needs. needs. MultiMedia by 2002 South-
  • 5. 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. MultiMedia by 2002 South-
  • 6. Past Experiences Environmental Influences Incentives Integrated Skills Perceptions Needed Supplied by Manager Motivation Model MultiMedia by 2002 South-
  • 7. 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. MultiMedia by 2002 South-
  • 8. Abraham Maslow’s Self- Realization • • Reaching Your Potential Independence • Hierarchy of Human Needs • Creativity Self-Expression Needs Esteem • Responsibility Needs • Self-Respect • Recognition • Sense of Accomplishment Social • Companionship • Acceptance Needs • Love and Affection • Group Membership Safety • Security for Self and Possessions • Avoidance of Risks Needs • Avoidance of Harm • Avoidance of Pain • Food Physical • Clothing Needs • Shelter • Comfort • Self-Preservation MultiMedia by 2002 South-
  • 9. 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. MultiMedia by 2002 South-
  • 10. Hygiene Factors Include • Salary • Job security • Working conditions • Status • Company policies • Quality of technical supervision • Quality of interpersonal relations among peers, supervisors, and subordinates MultiMedia by 2002 South-
  • 11. 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. MultiMedia by 2002 South-
  • 12. David McClelland Need 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. MultiMedia by 2002 South-
  • 13. Achievement Motivation Two Important Ideas  A strong achievement need relates to how well individuals are motivated to perform their work.  The achievement need can be strengthened by training. MultiMedia by 2002 South-
  • 14. High Achiever McClelland and an Associate, David Burnham • Performs a task because of a compelling need for personal achievement. • Prefers to take personal responsibility for solving problems rather than leaving the outcome to others. • 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. MultiMedia by 2002 South-
  • 15. 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. MultiMedia by 2002 South-
  • 16. Expectancy Theory Includes Three Variables Effort-performance link Performance-reward link Attractiveness MultiMedia by 2002 South-
  • 17. 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. MultiMedia by 2002 South-
  • 18. 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. MultiMedia by 2002 South-
  • 19. 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. MultiMedia by 2002 South-
  • 20. According to Goal-Setting Theory, Managers Should  Work with employees in setting goals.  Make goals specific rather than general.  Provide feedback on performance. MultiMedia by 2002 South-
  • 21. 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. MultiMedia by 2002 South-
  • 22. Development of Expectations John 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. MultiMedia by 2002 South-
  • 23. Providing an Effective Reward System David Van Fleet (1991)  Rewards must satisfy the basic needs of all  Rewards must satisfy the basic needs of all employees. employees.  Rewards must be comparable to those offered by  Rewards must be comparable to those offered by competitive organizations in the same area. competitive organizations in the same area.  Rewards must be equally available to people in  Rewards must be equally available to people in the same positions and be distributed fairly and the same positions and be distributed fairly and equitably. equitably.  The reward system must be multifaceted.  The reward system must be multifaceted. MultiMedia by 2002 South-
  • 24. Job Enrichment Should Include • Variety of tasks • Task importance • Task responsibility • Feedback MultiMedia by 2002 South-
  • 25. Intrapreneurship Guidelines Kuratko 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 2002 South-