Motivation

1. Motivation Chapter 16

2. One secret for success in organizations is motivated and enthusiastic employees With such a diverse workforce, it is a challenge for managers to motivate employees toward common organizational goals Motivation Manager’s Challenge: Pfizer

3. Employee motivation theories and models Needs –processes Reinforcement How job design can affect employee satisfaction & productivity Empowerment Motivation Topics Chapter 16

4. Motivation Arousal, direction, and persistence of behavior Employee motivation affects productivity Part of a manager’s job is to channel motivation toward the accomplishment of organizational goals

5. Two Types of Rewards Intrinsic rewards--satisfactions a person receives in the process of performing a particular action. Extrinsic rewards--given by another person.

6. Model of Motivation BEHAVIOR-Results in actions to fulfill needs. REWARDS-Satisfy needs; intrinsic or extrinsic rewards. NEED-Creates desire to fulfill needs (food, friendship, recognition, achievement). FEEDBACK-Reward informs person whether behavior was appropriate and should be used again.

7. Foundations of Motivation • content theories stress the analysis of underlying human need • process theories concern the thought processes that influence behavior • reinforcement theories focus on employee learning of desired work behaviors Contemporary • introduce the concept of the whole person • employees are complex and motivated by many factors Human Resources • noneconomic rewards, such as congenial work groups • workers studied as people and the concept of social man was born Human Relations • systematic analysis of an employee’s job • economic rewards for high performance Traditional

8. Motivation Content Theories Hierarchy of Needs Theory ERG Theory Two-Factor Theory Acquired Needs Theory Emphasize the needs that motivate people

9. Hierarchy of Needs Theory Abraham Maslow Self-Actualization Needs represent the need for self-fulfillment Human beings are motivated by a hierarchy of unsatisfied needs. Esteem Needs desire for a positive self-image and to receive attention Belongingness Needs desire to be accepted by one’s peers Safety Needs safe and secure physical and emotional environment Physiological Needs most basic human physical needs

10. Once a need is satisfied, it declines in importance and the next higher need is activated There are opportunities for fulfillment off the job and on the job in each of the five levels of needs Maslow’s Hierarchy of Needs Experiential Exercise: What Motivates You?

11. ERG Theory Growth Needs human potential, personal growth, and increased competence Relatedness Needs the need for satisfactory relationships with others Existence Needs the needs for physical well-being

12. Two Factor Motivation Theory Area of Satisfaction Motivators Motivators influence level of satisfaction. Achievement Recognition Responsibility Work itself Personal growth Area of Dissatisfaction Hygiene Factors Hygiene factors influence level of dissatisfaction Working conditions Pay and security Company policies Supervisors Interpersonal relationships

13. Acquired Needs Theory David McClelland • Need for Achievementdesire to accomplish something difficult, master complex tasks, and surpass others • Need for Affiliationdesire to form close personal relationships, avoid conflict, and establish warm friendships • Need for Powerdesire to influence or control others

14. Motivation Process Theories Equity Theory focuses on individuals’ perceptions of how fairly they are treated compared with others motivated to seek social equity in the rewards they expect for performance

15. Methods for Reducing Perceived Inequities Change inputs Change outcomes Distort perceptions Leave the job

16. Expectancy Theory motivation depends on individuals’ expectations about their ability to perform tasks and receive desired rewards concerned not with identifying types of needs but with the thinking process that individuals use to achieve rewards based on the effort, performance, and desirability of outcomes Motivation Process Theories

17. Reinforcement Perspective on Motivation Positive reinforcement in the administration of a pleasant and rewarding consequence. Avoidance learning is the removal of an unpleasant consequence following a desired behavior. Reinforcement Tools Punishment is the imposition of unpleasant outcomes on an employee. Extinction is the withdrawal of a positive reward, behavior is no longer reinforced and hence is less likely to occur in the future.

18. Schedules of Reinforcement Continuous Reinforcement Partial Reinforcement Fixed-Interval Schedule Fixed-Ratio Schedule Variable-Interval Schedule Variable-Ratio Schedule

19. Job design = application of motivational theories to the structure of work for improving productivity and satisfaction Job simplification = job design whose purpose is to improve task efficiency by reducing the number of tasks a single person must do Job Design for Motivation

20. Job Rotation = job design that systematically moves employees from one job to another to provide them with variety and stimulation Job Enlargement = job design that combines a series of tasks into one new, broader job to give employees variety and challenge Job Design for Motivation

21. Job Enrichment = job design that incorporates achievement, recognition, and other high-level motivators into the work Work redesign = altering of jobs to increase both the quality of employee’s work experience and their productivity Job Design for Motivation

22. Job Characteristics Model Source: Adapted from J. Richard Hackman and G. R. Oldham, “Motivation through the Design of Work: Test of a Theory,” Organizational Behavior and Human Performance 16 (1976), 256.

23. Organizations are increasingly using various types of incentive compensation as a way to motivate employees to higher levels of performance Variable compensation and forms of at risk pay are key motivational tools Motivational Ideas for Turbulent Times Ethical Dilemma: Compensation Showdown

24. Empowering People to Meet Higher Needs Information - Employees receive information about company performance Knowledge - Employees have knowledge and skills to contribute to company goals Power - Employees have the power to make substantive decisions Rewards - Employees are rewarded based on the company performance Four Empowering Elements

25. Continuum of Empowerment Sources: Based on Robert C. Ford and Myron D. Fottler, “Empowerment: A Matter of Degree,” Academy of Management Executive 9, no. 3 (1995), 21-31; Lawrence Holpp, “Applied Emplowerment,” Training (February 1994), 39-44; and David P. McCaffrey, Sue R. Faerman, and David W. Hart, “”The Appeal and Difficulties of Participative Systems,” Organization Science 6, no. 6 (November-December 1995), 603-627.

26. To meet higher-level motivational needs and help people get intrinsic rewards from their work is to instill a sense of importance and meaningfulness Giving Meaning to Work

27. Role of today’s manager is not to control others but to organize the workplace in such a way that each person Can learn Contribute Grow Motivational Ideas for Turbulent Times