Motivation in Organizations

1. Chapter 4 Motivation in Organizations

2. The Nature of Motivation • Motivation • The set of forces that leads people to behave in particular ways • The Importance of Motivation • Job performance (P) depends upon motivation (M), ability, and environment (E) • P = M + A + E Stockbyte at Getty Images® © 2009 South-Western, a part of Cengage Learning

3. The Motivational Framework • How Motivational Processes Occur • A need is anything an individual requires or wants • A need deficiency leads to need to satisfy the need • Goal-directed behaviors result from individuals trying to satisfy their need deficiencies • Rewards and punishments are consequences of the goal-directed behavior © 2009 South-Western, a part of Cengage Learning

4. Historical Perspectives on Motivation • The Traditional Approach • “Scientific Management” (Frederick Taylor) assumes that employees are motivated solely by money • The Human Relations Approach • Assumes employees’ needs outweigh money and that fostering favorable employee attitudes (the illusion of involvement) results in motivation • The Human Resource Approach • Assumes people want to make genuine contributions; managers should encourage their participation by providing the proper working environment conditions © 2009 South-Western, a part of Cengage Learning

5. Need-Based Perspectives on Motivation • Need-Based Theories of Motivation • Assume that need deficiencies cause behavior • The Hierarchy of Needs (Abraham Maslow) • Assumes that human needs are arranged in a hierarchy of importance. • Basic (or deficiency) needs • Physiological • Security • Belongingness • Growth needs • Esteem • Self-actualization Stockbyte at Getty Images® © 2009 South-Western, a part of Cengage Learning

6. Figure 4.2The Hierarchy of Needs Reference: Adapted from Abraham H. Maslow, “A Theory of Human Motivation,” Psychological Review, 1943, vol. 50, pp. 374–396. © 2009 South-Western, a part of Cengage Learning

7. Process-Based Perspectives on Motivation • Other Important Needs • The Need for Achievement (David McClelland) • The desire to accomplish a task or goal more effectively than was done in the past • The Need for Affiliation • The need for human companionship • The Need for Power • The desire to control the resources in one’s environment © 2009 South-Western, a part of Cengage Learning

8. Process-Based Perspectives… (cont’d) • The Equity Theory of Motivation • Focuses on the desire to be treated with equity and to avoid perceived inequity • Equity is a perceptual belief that one is being treated fairly in relation to others • Inequity is a perceptual belief that one is being treated unfairly in relation to others • The Equity Comparison • Outcomes (self)compared withOutcomes (other) Inputs (self) Inputs (other) © 2009 South-Western, a part of Cengage Learning

9. Figure 4.4Responses to Perceptions of Equity and Inequity © 2009 South-Western, a part of Cengage Learning