10/20/14, 11:21 PMIEB Wireframe Page 1 of 4http://textflow.mheducation.com/parser.php?secload=9.2&fake&print The Nature of Motivation Page 287 LO 9-1 Explain what motivation is and why managers need to be concerned about it. Motivation may be defined as psychological forces that determine the direction of a person's behavior in an organization, a person's level of effort, and a person's level of persistence in the face of obstacles.19 The direction of a person's behavior refers to the many possible behaviors a person could engage in. For example, employees at SAS are encouraged to be creative and develop new software that will meet customers' future needs. Effort refers to how hard people work. Employees at SAS exert high levels of effort to provide superior software solutions for business customers. Persistence refers to whether, when faced with roadblocks and obstacles, people keep trying or give up. Setbacks and obstacles are part of research and development work; at SAS, employees persist through these difficulties to develop new sophisticated software. motivation Psychological forces that determine the direction of a person's behavior in an organization, a person's level of effort, and a person's level of persistence. Motivation is central to management because it explains why people behave the way they do in organizations20—why employees at SAS continue to develop new software that is used by SAS customers around the world. Motivation also explains why a waiter is polite or rude and why a kindergarten teacher really tries to get children to enjoy learning or just goes through the motions. It explains why some managers truly put their organizations' best interests first whereas others are more concerned with maximizing their salaries and why—more generally—some workers put forth twice as much effort as others. Motivation can come from intrinsic or extrinsic sources. Intrinsically motivated behavior is behavior that is performed for its own sake; the source of motivation is actually performing the behavior, and motivation comes from doing the work itself. Many managers are intrinsically motivated; they derive a sense of accomplishment and achievement from helping the organization achieve its goals and gain competitive advantages. Jobs that are interesting and challenging are more likely to lead to intrinsic motivation than are jobs that are boring or do not use a person's skills and abilities. An elementary school teacher who really enjoys teaching children, a computer programmer who loves solving programming problems, and a commercial photographer who relishes taking creative photographs are all intrinsically motivated. For these individuals, motivation comes from performing their jobs—teaching children, finding bugs in computer programs, and taking pictures. intrinsically motivated behavior Behavior that is performed for its own sake. Extrinsically motivated behavior is behavior that is performed to acquire material or social r.

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The Nature of Motivation
Page 287
LO 9-1 Explain what motivation is and why managers need to
be concerned about it.
Motivation may be defined as psychological forces that
determine the direction of a person's behavior in an
organization, a person's level of effort, and a person's level of
persistence in the face of obstacles.19 The
direction of a person's behavior refers to the many possible
behaviors a person could engage in. For example,
employees at SAS are encouraged to be creative and develop
new software that will meet customers' future
needs. Effort refers to how hard people work. Employees at SAS
exert high levels of effort to provide
superior software solutions for business customers. Persistence
refers to whether, when faced with
roadblocks and obstacles, people keep trying or give up.
Setbacks and obstacles are part of research and
development work; at SAS, employees persist through these
difficulties to develop new sophisticated
software.
motivation Psychological forces that determine the direction of
a person's behavior in an organization, a

2. person's level of effort, and a person's level of persistence.
Motivation is central to management because it explains why
people behave the way they do in
organizations20—why employees at SAS continue to develop
new software that is used by SAS customers
around the world. Motivation also explains why a waiter is
polite or rude and why a kindergarten teacher
really tries to get children to enjoy learning or just goes through
the motions. It explains why some managers
truly put their organizations' best interests first whereas others
are more concerned with maximizing their
salaries and why—more generally—some workers put forth
twice as much effort as others.
Motivation can come from intrinsic or extrinsic sources.
Intrinsically motivated behavior is behavior that is
performed for its own sake; the source of motivation is actually
performing the behavior, and motivation
comes from doing the work itself. Many managers are
intrinsically motivated; they derive a sense of
accomplishment and achievement from helping the organization
achieve its goals and gain competitive
advantages. Jobs that are interesting and challenging are more
likely to lead to intrinsic motivation than are
jobs that are boring or do not use a person's skills and abilities.
An elementary school teacher who really
enjoys teaching children, a computer programmer who loves
solving programming problems, and a
commercial photographer who relishes taking creative
photographs are all intrinsically motivated. For these
individuals, motivation comes from performing their jobs—
teaching children, finding bugs in computer
programs, and taking pictures.
intrinsically motivated behavior Behavior that is performed for

3. its own sake.
Extrinsically motivated behavior is behavior that is performed
to acquire material or social rewards or to
avoid punishment; the source of motivation is the consequences
of the behavior, not the behavior itself. A car
salesperson who is motivated by receiving a commission on all
cars sold, a lawyer who is motivated by the
high salary and status that go along with the job, and a factory
worker who is motivated by the opportunity to
earn a secure income are all extrinsically motivated. Their
motivation comes from the consequences they
receive as a result of their work behaviors.
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extrinsically motivated behavior Behavior that is performed to
acquire material or social rewards or to
avoid punishment.
Child care often attracts those with high intrinsic motivation,
such as the preschool worker above.
Child care often attracts those with high intrinsic motivation,
such as the preschool worker above.
People can be intrinsically motivated, extrinsically motivated,
or both intrinsically and extrinsically
motivated.21 A top manager who derives a sense of
accomplishment and achievement from managing a large

4. corporation and strives to reach year-end targets to obtain a
hefty bonus is both intrinsically and extrinsically
motivated. Similarly, a nurse who enjoys helping and taking
care of patients and is motivated by having a
secure job with good benefits is both intrinsically and
extrinsically motivated. At SAS, employees are both
extrinsically motivated, because of equitable pay and
outstanding benefits, and intrinsically motivated,
because of the opportunity to do interesting work. Whether
workers are intrinsically motivated, extrinsically
motivated, or both depends on a wide variety of factors: (1)
workers' own personal characteristics (such as
their personalities, abilities, values, attitudes, and needs), (2)
the nature of their jobs (such as whether they
have been enriched or where they are on the five core
characteristics of the job characteristics model), and (3)
the nature of the organization (such as its structure, its culture,
its control systems, its human resource
management system, and the ways in which rewards such as pay
are distributed to employees).
Page 288
In addition to being intrinsically or extrinsically motivated,
some people are prosocially motivated by their
work.22 Prosocially motivated behavior is behavior that is
performed to benefit or help others.23 Behavior can
be prosocially motivated in addition to being extrinsically
and/or intrinsically motivated. An elementary
school teacher who not only enjoys the process of teaching
young children (has high intrinsic motivation) but
also has a strong desire to give children the best learning
experience possible and help those with learning
disabilities overcome their challenges, and who keeps up with
the latest research on child development and
teaching methods in an effort to continually improve the

5. effectiveness of his teaching, has high prosocial
motivation in addition to high intrinsic motivation. A surgeon
who specializes in organ transplants and enjoys
the challenge of performing complex operations, has a strong
desire to help her patients regain their health
and extend their lives through successful organ transplants, and
also is motivated by the relatively high
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income she earns has high intrinsic, prosocial, and extrinsic
motivation. Recent preliminary research suggests
that when workers have high prosocial motivation, also having
high intrinsic motivation can be especially
beneficial for job performance.24
prosocially motivated behavior Behavior that is performed to
benefit or help others.
Regardless of whether people are intrinsically, extrinsically, or
prosocially motivated, they join and are
motivated to work in organizations to obtain certain outcomes.
An outcome is anything a person gets from a
job or organization. Some outcomes, such as autonomy,
responsibility, a feeling of accomplishment, and the
pleasure of doing interesting or enjoyable work, result in
intrinsically motivated behavior. Outcomes such as
improving the lives or well-being of other people and doing
good by helping others result in prosocially
motivated behavior. Other outcomes, such as pay, job security,

6. benefits, and vacation time, result in
extrinsically motivated behavior.
outcome Anything a person gets from a job or organization.
Organizations hire people to obtain important inputs. An input
is anything a person contributes to the job or
organization, such as time, effort, education, experience, skills,
knowledge, and actual work behaviors. Inputs
such as these are necessary for an organization to achieve its
goals. Managers strive to motivate members of
an organization to contribute inputs—through their behavior,
effort, and persistence—that help the
organization achieve its goals. How do managers do this? They
ensure that members of an organization
obtain the outcomes they desire when they make valuable
contributions to the organization. Managers use
outcomes to motivate people to contribute their inputs to the
organization. Giving people outcomes when
they contribute inputs and perform well aligns the interests of
employees with the goals of the organization as
a whole because when employees do what is good for the
organization, they personally benefit.
input Anything a person contributes to his or her job or
organization.
This alignment between employees and organizational goals as a
whole can be described by the motivation
equation depicted in Figure 9.1. Managers seek to ensure that
people are motivated to contribute important
inputs to the organization, that these inputs are put to good use
or focused in the direction of high
performance, and that high performance results in workers'
obtaining the outcomes they desire.

7. Figure 9.1
The Motivation Equation
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Figure 9.1
The Motivation Equation
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Each of the theories of motivation discussed in this chapter
focuses on one or more aspects of this equation.
Each theory focuses on a different set of issues that managers
need to address to have a highly motivated
workforce. Together, the theories provide a comprehensive set
of guidelines for managers to follow to
promote high levels of employee motivation. Effective
managers, such as James Goodnight in the
“Management Snapshot” tend to follow many of these
guidelines, whereas ineffective managers often fail to
follow them and seem to have trouble motivating organizational
members.