Modern Management 9 th edition

1. . Modern Management9th edition

2. . Ü Objectives • A basic understanding of human motivation • Insights into various human needs • An appreciation for the importance of motivating organization members • An understanding of various motivation strategies

3. THE MOTIVATION PROCESS . • Defining Motivation • Process Theories of Motivation • The Needs-Goal Theory of Motivation • The Role of Individual Needs • The Vroom Expectancy Theory of Motivation • Motivation and Perceptions

4. THE MOTIVATION PROCESS . The needs-goal theory of motivation Figure 16.1

5. THE MOTIVATION PROCESS . Vroom’s expectancy theory of motivation in equation form Figure 16.2

6. THE MOTIVATION PROCESS . • Process Theories of Motivation (con’t) • Equity Theory of Motivation • Adams found these reactions to right an inequity: • 1. Change work inputs • 2. Change compensation • 3. Change perception of inequality • 4. Quit job • Perceptions of inequities can arise in: • Work assignments • Promotions • Ratings reports • Office assignments • Pay (most often)

7. THE MOTIVATION PROCESS . • Process Theories of Motivation (con’t) • The Porter-Lawler Theory of Motivation • Consistent with Needs-Goal and Vroom Expectancy theories • but provides a more complete description • The Motivation Process • In addition Porter-Lawler stresses: • 1. Perceived value determined by both intrinsic and extrinsic rewards • 2. Task accomplishment determined by: • •Perception of requirements to perform task • •Ability to perform task • 3. Perceived fairness influences amount of satisfaction

8. THE MOTIVATION PROCESS . The Porter-Lawler theory of motivation Figure 16.3

9. THE MOTIVATION PROCESS . • Content Theories of Motivation: Human Needs • Maslow’s Hierarchy of Needs • Physiological • Security or safety • Social • Esteem • Self-actualization • Alderfer’s ERG Theory • 1. Existence • 2. Relatedness • 3. Growth

10. THE MOTIVATION PROCESS . Maslow’s hierarchy of needs Figure 16.4

11. THE MOTIVATION PROCESS . • Content Theories of Motivation: Human Needs (con’t) • Argyris’ Maturity-Immaturity Continuum • From infant’sTo adult’s • 1. State of passivity State of increasing activity • 2. State of dependence on others State of relative independence • 3. Being capable of behaving Being capable of behaving • only in a few ways in many different ways • 4. Having erratic, casual, shallow, Having deeper, more lasting interests • and quickly dropped interests • 5. Having a short time perspective Having much longer time perspective • 6. Being in a subordinate position Aspiring to occupy equal / superordinate • 7. Lack of self-awareness Awareness and control over self

12. THE MOTIVATION PROCESS . • Content Theories of Motivation: Human Needs (con’t) • McClelland’s Acquired Needs Theory • Need for Achievement (nAch) • Need for Power (nPower) • Need for Affiliation (nAff)

13. MOTIVATING ORGANIZATION MEMBERS . • The Importance of Motivating Organization Members • Strategies for Motivating Organization Members • Managerial Communication • Theory X–Theory Y

14. MOTIVATING ORGANIZATION MEMBERS . Unsatisfied needs of organization members resulting in either appropriate or inappropriate behavior Figure 16.5

15. MOTIVATING ORGANIZATION MEMBERS . • Strategies for Motivating • Organization Members (con’t) • Job Design • Earlier Job Design Strategies • Job Rotation • Job Enlargement • Job Enrichment • Hygiene • Motivating • Job Enrichment and Productivity • Flextime • Advantages of Flextime

16. MOTIVATING ORGANIZATION MEMBERS . Herzberg’s Hygiene Factors and Motivators Table 16.1 Dissatisfaction: Satisfaction: Hygiene or Maintenance Factors Motivating Factors 1. Company policy and administration 1. Opportunity for achievement 2. Supervision 2. Opportunity for recognition 3. Relationship with supervisor 3. Work itself 4. Relationship with peers 4. Responsibility 5. Working conditions 5. Advancement 6. Salary 6. Personal growth 7. Relationship with subordinates

17. MOTIVATING ORGANIZATION MEMBERS . Needs in Maslow’s hierarchy of needs that desirable hygiene and motivating factors generally satisfy Figure 16.6

18. MOTIVATING ORGANIZATION MEMBERS . Advantages and Disadvantages of Using Flextime Programs Table 16.2 Advantages Improved employee attitude and morale Accommodation of working parents Decreased tardiness Fewer commuting problems—workers can avoid congested streets and highways Accommodation of those who wish to arrive at work before normal workday interruptions begin Increased production Facilitation of employees scheduling of medical, dental, and other types of appointments Accommodation of leisure-time activities of employees Decreased absenteeism Decreased turnover Disadvantages Lack of supervision during some hours of work Key people unavailable at certain times Understaffing at times Problem of accommodating employees whose output is the input for other employees Employee abuse of flextime program Difficulty in planning work schedules Problem of keeping track of hours worked or accumulated Inability to schedule meetings at convenient times Inability to coordinate projects

19. MOTIVATING ORGANIZATION MEMBERS . • Strategies for Motivating • Organization Members (con’t) • Behavior Modification • Reinforcement • Positive • Negative • Punishment • Applying Behavior Modification • Feedback system • Other successful behavior modifications are: • 1. Giving different rewards according to performance • 2. Telling workers what they are doing wrong • 3. Punishing workers privately • 4. Always giving out earned rewards and punishments

20. MOTIVATING ORGANIZATION MEMBERS . • Strategies for Motivating • Organization Members (con’t) • Likert’s Management Systems • System 1—Lack of confidence or trust in subordinates • System 2—Condescending master-to servant style confidence and trust • System 3—Substantial confidence • System 4—Complete trust and confidence • Styles, Systems, and Productivity • Monetary Incentives • Nonmonetary Incentives

21. MOTIVATING ORGANIZATION MEMBERS . Comparative long-term and short-term effects of system 1 and system 4 on organizational production Figure 16.7

22. Chapter Sixteen ? Questions