2. The Concept of Motivation
• Motivation - the arousal of enthusiasm and
persistence to pursue a course of action
• Forces either intrinsic or extrinsic to a person
that arouse enthusiasm and persistence
• Employee motivation affects productivity
• A manager’s job is to channel motivation toward
the accomplishment of goals
To find the right combination of motivational
techniques & rewards 2
4. Content Perspectives on Motivation
If managers understand employees’ needs, they
can design appropriate reward systems
Needs motivate people
Needs translate into an internal drive that
motivates behavior
People have a variety of needs
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6. ERG Theory by Clayton Alderfer
Existence needs - the needs for physical well-being
Relatedness needs - the needs for satisfactory
relationships with others
Growth needs - the needs that focus on the
development of human potential and the desire for
personal growth
frustration–regression principle: failure to meet a
high-order need may cause a regression to an already
satisfied lower-order need
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9. McClelland’s Acquired Needs Theory
Need for achievement
Need for affiliation
Need for power
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Certain types of needs are acquired or learned
during an individual’s lifetime. People are not born
with these needs, but may learn them through life
experiences
11. Process Theories –
Goal Setting Theory
• Increase motivation by setting goals - Specific,
challenging goals increase motivation and performance
when the goals are accepted by subordinates who
receive feedback to indicate progress toward goal
achievement
• Key components of the Goal Setting Theory:
– Goal specificity
– Goal difficulty
– Goal acceptance
– Feedback
12. Process Theories –
Equity Theory by J. Stacy Adams
• Individual perceptions of fairness – how fairly
treated relative to others
• Perceived inequity can be reduced by:
» Changing work effort
» Changing outcomes
» Changing perception
» Leaving the job
• Inequity occurs when the input-to-outcome
ratios are out of balance
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13. Process Theories –
Expectancy Theory by Victor Vroom
• Motivation depends on individuals’ expectations
about their ability to perform tasks and receive
desired rewards
• E P: putting effort into a given task will lead to
high performance
• P O: successful performance of a task will lead to
the desired outcome
• Valence – the value or attraction an individual has
for an outcome
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15. Reinforcement Perspective
on Motivation
Behavior Modification
Reinforcement theory
techniques used to
modify behavior
Reinforcement
An act that causes a
behavior to be repeated
or inhibited
Law of Effect
Positively reinforced
behavior tends to be
repeated and
unreinforced behavior
inhibited
Positive Reinforcement
Pleasant and rewarding
consequences following a
desired behavior
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16. 4 Reinforcement Tools
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Extinction
Withholding of a
positive reward
Punishment
Imposition of unpleasant
outcomes on an
employee
Avoidance learning
Removal of an
unpleasant
consequence once a
behavior is improved
Positive
Reinforcement
Pleasant and rewarding
consequences following
a desired behavior
18. Individual’s motivation can result from thoughts,
beliefs, and observations
– Vicarious learning – observational learning from
seeing others’ behaviors and rewards
– Self-reinforcement – motivating yourself by reaching
goals and providing positive reinforcement for yourself
– Self-efficacy – belief about your own ability to
accomplish tasks
Social Learning Theory
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20. 16.8 The Job Characteristics Model
Depending on an employee needs;
Cross-cultural differences
21. Dimensions that determine a
job’s motivational potential:
Skill variety
Task identity
Task significance
Autonomy
Feedback
Core Job Dimensions
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Based on:
→ Critical Psychological
States
→ Personal and Work
Outcomes
→ Employee Growth-
Need Strength
22. Innovative Ideas for Motivating
• Organizations are using various types of incentive
compensation to motivate employees to higher levels of
performance
• Variable compensation is a key motivational tool
• Incentive plans can backfire; They should be combined
with motivational ideas and intrinsic rewards and meeting
higher-level needs
• Incentives should reward the desired behavior
• Empowering employees
• Greater meaning at work
24. Empowering People to Meet Higher Needs
Employees receive information about company
performance
Employees have knowledge and skills to
contribute to company goals
Employees have the power to make substance
decisions
Employees are rewarded based on company
performance
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26. Giving Meaning to Work through Engagement
• Instill a sense of support and meaning
• Help employees obtain intrinsic reward
• Focus on learning, contribution, and growth
28. • Define motivation.
• Explain the difference between intrinsic and extrinsic rewards.
• Identify and describe content theories of motivation based on employee needs.
• Identify and explain process theories of motivation.
• Describe the reinforcement perspective.
• Describe how the reinforcement perspective can be used to motivate employees.
• Explain social learning theory.
• Explain vicarious learning.
• Explain self-reinforcement.
• Explain self-efficacy.
• Discuss major approaches to job design and how job design influences motivation.
• Explain how empowerment heightens employee motivation.
• Identify three elements of employee engagement and describe some ways
managers can create a work environment that promotes engagement.
Discussion Questions
29. • What is the manager’s role from the Herzberg Model perspective?
Discussion Questions (in progress)
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