Motivation

1. Motivation Chapter 6

2. Chapter 6 Motivation 2 Learning Objectives Explain the motivation process and the three factors affecting performance. Describe four content motivation theories. Describe two process motivation theories. State how reinforcement is used to increase performance. List the four steps in the giving praise model.

3. Chapter 6 Motivation 3 Learning Objectives Identify the four parts of the writing objectives model. Explain the three steps of managing by objectives. State ways to enrich, design, and simplify jobs. Explain possible limitations of using motivation theories outside North America.

4. Chapter 6 Motivation 4 What is Motivation and How Does it Affect Performance? Motivation: the internal process leading to behavior to satisfy needs.

5. Chapter 6 Motivation 5 Content Motivation Theories Content motivation theories: focus on identifying people’s needs in order to understand what motivates them. Needs Hierarchy ERG Theory Two-Factor Theory Manifest Needs Theory

6. Chapter 6 Motivation 6 Need Hierarchy Theory Maslow’s theory of motivation that is based on five needs. Needs are arranged in order of importance. Each level must be at least minimally satisfied before motivation to satisfy a higher level will occur People have five classification of needs. Physiological needs (food, air, water, rest, exercise, shelter) Safety needs (needs to be protected from danger, threat, or deprivation) Social needs (need for belonging, for association, for acceptance by colleagues, and for friendship and love) Esteem needs (re­lated to self-esteem, and related to one’s reputation) Self-actualization

7. Chapter 6 Motivation 7 ERG Theory Alderfer’s simplification of Maslow’s needs categories. Needs are arranged in order of importance. Unsatisfied needs motivate individuals. People have three classification of needs. Existence (physiological and safety) Relatedness (social) Growth (esteem and self-actualization)

8. Chapter 6 Motivation 8 ERG Theory To use ERG theory, answer six questions: What need does the individual have? What needs have been satisfied? Which unsatisfied need is the lowest in the hierarchy? Have some higher-order needs been frustrated? If so, how? Has the person refocused on a lower-level need? How can the unsatisfied needs be satisfied?

9. Chapter 6 Motivation 9 Needs Hierarchy and ERG Theory

10. Chapter 6 Motivation 10 Two-factor Theory: Two-factor Theory: Herzberg’s classification of needs as hygienes and motivators. Hygienes Factors (Needs): (physiological, safety, and social/existence and relatedness needs) Extrinsic Factors: (Dissatisfaction, No Dissatisfaction) Pay, Status, Job security, Fringe benefits, Policies and administrative practices, Human Relations

11. Chapter 6 Motivation 11 Two-factor Theory: Motivator Factors (Needs): (esteem and self-actualization/growth needs) Intrinsic Factors: (No Job Satisfaction, Job Satisfaction Meaningful and challenging work, recognition for accomplishments, feeling of achievement, increased responsibility, opportunity for growth, opportunity for advancement

12. Chapter 6 Motivation 12 Manifest Needs Theory Manifest Needs Theory: McClelland’s classification of needs as achievement, power, and affiliation. Need for Achievement (n Ach) Want to take personal responsibility for solving problems. Goal oriented; set moderate, realistic, attainable goals. Seek challenge, excellence, and individuality. Take calculated, moderate risk. Desire concrete feedback on their performance. Willing to work hard.

13. Chapter 6 Motivation 13 Manifest Needs Theory Need for Power (n Pow) Want to control the situation. Want influence of control over others. Enjoy competition and winning; do not like to lose. Willing to confront others.

14. Chapter 6 Motivation 14 Manifest Needs Theory Need for Affiliation (n Aff) Seek close relationship with others. Want to be liked by others. Enjoy lots of social activities. Seek to belong; join groups and organizations.

15. Chapter 6 Motivation 15 Classification of Needs byFour Theories of Motivation

16. Chapter 6 Motivation 16 Process Motivation Theories Process motivation theories: attempt to understand how and why people are motivated. Expectancy Theory Equity Theory Reinforcement Theory

17. Chapter 6 Motivation 17 Expectancy Theory Expectancy: a person’s perception of the probability of accomplishing an objective. Valence: the value a person places on the outcome or reward. Expectancy (Vroom’s formula): states that Motivation = Expectancy × Valence

18. Chapter 6 Motivation 18 Expectancy Theory Both internal (needs) and external (environment) factors affect behavior. Behavior is the individual’s decision. People have different needs, desires, and goals. People make behavior decisions based on their perception of the outcome.

19. Chapter 6 Motivation 19 Motivatingwith Expectancy Theory Expectancy theory works best with employees who have an internal locus of control. Clearly define objectives and the necessary performance needed to achieve them. Tie performance to rewards. Be sure rewards are of value to the employee. Make sure your employees believe you will do as you promise.

20. Chapter 6 Motivation 20 Equity Theory Equity theory: Adams’s motivation theory, based on the comparison of perceived inputs to outputs. Equitably rewarded Inputs and outputs are perceived as being equal.

21. Chapter 6 Motivation 21 Equity Theory Underrewarded Efforts to reduce inequity by trying to increase output (get a raise) Reducing inputs (working less, absenteeism, etc.) Rationalizing (creating an explanation for the inequity) Changing other’s inputs or outputs Leaving Changing the object of comparison.

22. Chapter 6 Motivation 22 Equity Theory Overrewarded Increasing inputs (working more, longer hours, etc.) Reducing output (taking a pay cut) Rationalizing (I’m worth it) Increasing other’s outputs

23. Chapter 6 Motivation 23 Motivating with Equity Theory Using equity theory can be difficult, because the employee’s reference group is unknown as well as their view of inputs and outcomes. Recommendations are useful, however. The supervisor should be aware the equity is based on perception, which may not be correct. Rewards should be equitable. High performance should be rewarded, but employees must understand the inputs needed to achieve certain outputs.

24. Chapter 6 Motivation 24 Reinforcement Theory Reinforcement theory: Skinner’s theory that behavior can be controlled through the use of rewards. Also called behavior modification or operant conditioning.

25. Chapter 6 Motivation 25 Types of Reinforcement Positive reinforcement Avoidance reinforcement Extinction Punishment

26. Chapter 6 Motivation 26 Types of Reinforcement Positive reinforcement Offering rewards for behavior Thanks Praise Pay Promotions Time off Best motivator for increasing productivity

27. Chapter 6 Motivation 27 Types of Reinforcement Avoidance reinforcement Also called negative reinforcement No actual punishment is implemented Threat of negative consequence Employee avoids negative consequence by avoiding undesirable behavior

28. Chapter 6 Motivation 28 Types of Reinforcement Extinction Withholding reinforcement Withholding positive reinforcement for desired behavior can cause its extinction.

29. Chapter 6 Motivation 29 Types of Reinforcement Punishment Provides undesirable consequence for undesirable behavior Reprimands Probation Demotion Loss of privileges May cause other undesirable behavior such as sabotage or theft. Least effective at motivating employees

30. Chapter 6 Motivation 30 Schedule of Reinforcement Continuous reinforcement Each and every desired behavior is reinforced. Intermittent reinforcement Rewards are given based on the passage of time (interval schedule) or output (ratio schedule). 1. Fixed interval schedule 2. Variable interval schedule 3. Fixed ratio schedule 4. Variable ratio schedule

31. Chapter 6 Motivation 31 Motivating with Reinforcement Positive reinforcement is generally the best motivator. Continuous reinforcement is usually better at sustaining desired behavior, but is not always possible.

32. Chapter 6 Motivation 32 Motivating with ReinforcementGuidelines Set clear objectives. Select appropriate rewards. Select the appropriate reinforcement schedule. Do not reward mediocre or poor performance. Focus on positive/praise-giving reinforcement rather than negative/criticizing reinforcement (Pygmalion effect). Never go a day without giving praise. Do things for your employees rather than to them.

33. Chapter 6 Motivation 33 Motivation Techniques: Giving Praise Management By Objectives MBO (I) Job Enrichment Job Design

34. Chapter 6 Motivation 34 Motivation Techniques: Giving Praise Giving praise creates a win-win situation. Activates the Pygmalion effect. Most powerful, least expensive and most underused technique.

35. Chapter 6 Motivation 35 Motivation Techniques: Giving Praise Here’s how to give praise: Step 1. Tell the person exactly what was done correctly. Step 2. Tell the person why the behavior is important. Step 3. Stop for a moment of silence. Step 4. Encourage repeat performance.

36. Chapter 6 Motivation 36 Motivation Techniques: MBO (I) Management by objectives: process by which managers and their employees jointly set objectives for the employees, periodically evaluate the performance, and reward according to the results.

37. Chapter 6 Motivation 37 Motivation Techniques: MBO (I) Objectives state what is to be accomplished within a given period of time. Criteria for objectives Difficult but achievable Observable and measurable Specific, with a target date. Participatively set, when possible Accepted

38. Chapter 6 Motivation 38 Motivation Techniques: MBO (I) Objectives should be written as: Infinitive + Action verb + Singular behavior + Target date Three steps of MBO 1. Set individual objectives and plans 2. Give feedback and evaluate performance. 3. Reward according to performance.

39. Chapter 6 Motivation 39 Motivation Techniques: Job Enrichment Job enrichment: process of building motivators into the job itself by making it more interesting and challenging. Delegate more variety and responsibility. Form natural work groups. Make employees responsible for their own identifiable work. Give employees more autonomy.

40. Chapter 6 Motivation 40 Motivation Techniques: Job Design Job design: the employee’s system for transforming inputs into outputs. Most effective when done by the employee rather than an outside expert or management. Job simplification: process of eliminating, combining and/or changing the work sequence to increase performance.

41. Chapter 6 Motivation 41 The Motivation Process

42. Motivation Chapter 6 Questions, Comments???