Foundations of Motivation

Chapter Eight

McGraw-Hill/Irwin 2013 The McGraw-Hill Companies, Inc. All rights reserved.

Copyright 2013 by The McGraw-Hill Companies, Inc. All rights reserved.

Learning Objectives
LO.1 Contrast Maslows, Alderfers, and McClellands need theories. LO.2 Explain the practical significance of Herzbergs distinction between motivators an hygiene factors. LO.3 Discuss the role of perceived inequity in employee motivation. LO.4 Explain the differences among distributive, procedural, and interactional justice. LO.5 Describe the practical lessons derived from equity theory.
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Learning Objectives
LO.6 Explain Vrooms expectancy theory. LO.7 Explain how goal setting motivates an individual. LO.8 Review the five practical lessons from goalsetting research. LO.9 Discuss the three conceptually different approaches to job design.

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Employee Motivation
Motivation
psychological processes cause the arousal, direction, and persistence of voluntary actions that are goal directed

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Employee Motivation
Content theories of motivation
focus on identifying internal factors such as instincts, needs, satisfaction, and job characteristics that energize employee motivation.

Process theories of motivation

focus on explaining the process by which internal factors and cognitions influence employee motivation
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Overview of Motivation Theories

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Need Theories of Motivation

Needs
Physiological or psychological deficiencies that arouse behavior.

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Maslows Need Hierarchy Theory

Motivation is a function of five basic needs physiological, safety, love, esteem, and selfactualization Human needs emerge in a predictable stairstep fashion

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Maslows Need Hierarchy

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Alderfers ERG Theory

Existence needs (E)
the desire for physiological and materialistic wellbeing;

Relatedness needs (R)

the desire to have meaningful relationships with significant others

Growth needs (G)

the desire to grow as a human being and to use ones abilities to their fullest potential
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Question?
Rachel has the desire to accomplish something difficult? This relates to McClelland's need for A. Affiliation B. Achievement C. Power D. Glory

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McClellands Need Theory

Need for achievement
Desire to accomplish something difficult.

Need for affiliation

spend more time maintaining social relationships, joining groups, and wanting to be loved

Need for power

Desire to Influence, coach, teach, or encourage others to achieve.
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McClellands Need Theory

Achievement-motivated people share three common characteristics: 1. Preference for working on tasks of moderate difficulty 2. Preference for situations in which performance is due to their efforts 3. Desire more feedback on their successes and failures
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Herzbergs Motivator-Hygiene Model

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Herzbergs MotivatorHygiene Theory

Motivators
job characteristics associated with job satisfaction

Hygiene factors
job characteristics associated with job dissatisfaction

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Adamss Equity Theory of Motivation

Equity theory
model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships

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Negative and Positive Inequity

Negative inequity
Comparison in which another person receives greater outcomes for similar inputs.

Positive inequity
Comparison in which another person receives lesser outcomes for similar inputs.

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Negative and Positive Inequity

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Practical Lessons from Equity Theory

No matter how fair management thinks the organizations policies, procedures, and reward system are, each employees perception of the equity of those factors is what counts. Managers benefit by allowing employees to participate in making decisions about important work outcomes
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Practical Lessons from Equity Theory

Employees should be given the opportunity to appeal decisions that affect their welfare. Managers can promote cooperation and teamwork among group members by treating them equitably

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Practical Lessons from Equity Theory

Employees perceptions of justice are strongly influenced by the leadership behavior exhibited by their managers Managers need to pay attention to the organizations climate for justice.

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Question?
At work, if Jamal's outcome to input ratio is greater than that of Tony's (his relevant coworker), Jamal will experience A.Equity. B.No satisfaction. C.Positive inequity. D.High dissatisfaction.

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Expectancy Theory of Motivation

Expectancy theory
Holds that people are motivated to behave in ways that produce desired combinations of expected outcomes.

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Vrooms Expectancy Theory

Motivation boils down to the decision of how much effort to exert in a specific task situation. Expectancy
represents an individuals belief that a particular degree of effort will be followed by a particular level of performance.

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Expectancy
The following factors influence an employees expectancy perceptions:
Self-esteem. Self-efficacy. Previous success at the task. Help received from others. Information necessary to complete the task. Good materials and equipment to work with

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Vrooms Expectancy Theory

Instrumentality
A performance outcome perception

Valence
the positive or negative value people place on outcomes

Outcomes
different consequences that are contingent on performance

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Question?
Niles believes that he will be promoted if he meets his sales goals. This is his ___________ perception. A. Expectancy B. Instrumentality C.Valence D.Outcome

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Managerial and Organizational Implications of Expectancy Theory

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Goals: Definition and Background

Goal
what an individual is trying to accomplish object or aim of an action

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How Does Goal Setting Work

Goals direct attention Goals regulate effort Goals increase persistence Goals foster the development and application of task strategies and action plans

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Practical Lessons from Goal-Setting Research

1. Specific high goals lead to greater
performance
Goal specificity quantifiability of a goal

2. Feedback enhances the effect of specific,

difficult goals 3. Participative goals, assigned goals, and self-set goals are equally effective.

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Practical Lessons from Goal-Setting Research

4. Action planning facilitates goal
accomplishment.
Action plan outlines the activities or tasks that need to be accomplished in order to obtain a goal.

5. Goal commitment and monetary incentives

affect goal-setting outcomes
Goal commitment extent to which an individual is personally committed to achieving a goal
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Question?
Julia wants to become a successful heart surgeon. This reflects Julia's A. Expectancy B. Perception C.Goal D.Personality

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Top-Down Approaches
Scientific management
that kind of management which conducts a business or affairs by standards established by facts or truths gained through systematic observation, experiment, or reasoning

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Top-Down Approaches
Job enlargement
Involves putting more variety into a workers job by combining specialized tasks of comparable difficulty.

Job rotation
moving employees from one specialized job to another

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Top-Down Approaches
Job enrichment
Building achievement, recognition, stimulating work, responsibility, and advancement into a job.

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The Job Characteristics Model

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Bottom-Up Approaches
Job crafting
Proactive and adaptive employee behavior aimed at changing the nature of ones job.

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Idiosyncratic Deals (I-Deals)

Idiosyncratic deals (i-deals)
Represent employment terms individuals negotiate for themselves, taking myriad forms from flexible schedules to career development.

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Video Case: Motivation Convention

Are people fundamentally different today than in the past? Why do workers need to be buttered up more today? What are some different types of incentives employees are given today to motivate them? What have you received in terms of different incentives from your employers? Why is motivating employees so important - do you think it makes that big of a difference?

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