Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
OBJECTIVES
LEARNING
2.
3.
4.
Differentiate motivators
from hygiene factors.
5.
6.
Defining
Defining Motivation
Motivation
Key
KeyElements
Elements
1.1. Intensity:
Intensity:how
howhard
hardaaperson
persontries
tries
2.2.
3.3.
Direction:
Direction:toward
towardbeneficial
beneficialgoal
goal
Persistence:
Persistence:how
howlong
longaaperson
persontries
tries
Company
Reward
Apple Computer
Advanta Corporation
Westin Hotels
Worthington Industries
Readers Digest
Pitney Bowes
Steelcase
Delta Airlines
SAS Company???
Theory
Theory XX and
and Theory
Theory YY (Douglas
(Douglas McGregor)
McGregor)
Two-Factor
Two-Factor Theory
Theory (Frederick
(Frederick Herzberg)
Herzberg)
Comparison
Comparisonofof
Satisfiers
Satisfiersand
and
Dissatisfiers
Dissatisfiers
Effort
Effort
Performance
Performance
Expectancy
Expectancy
Abilities
Abilities
and
andtraits
traits
Reward
Reward
Instrumentality
Instrumentality
MOTIVATION
MOTIVATION
JOB
PERFORMANCE
Valence
Valenceof
of
reward
reward
Role
Roleperceptions
perceptions
and
andopportunities
opportunities
Andy is
overpaid
compared to Bill
INEQUITABLE
INEQUITABLERELATIONSHIP
RELATIONSHIP
Bills outcomes
($25,000/year)
Bills inputs
(40 hours/week)
Andys outcomes
($30,000/year)
Andys inputs
(40 hour/week)
Bill is
underpaid
compared to Andy
EQUITABLE
EQUITABLERELATIONSHIP
RELATIONSHIP
Andys outcomes
($30,000/year)
Andys inputs Andy feels
(40 hour/week)
satisfied
Bill feels
satisfied
Goal-Setting
Goal-Setting Theory
Theory (Edwin
(Edwin Locke)
Locke)
Goal
level 94
90
Performance at the goal level
was sustained seven years after
the goal was first set
80
70
60
50
1 2 3 4 5 6 7 8 9 10 11 12
Before goal
After Goal
Four-Week Periods
Seven
Years Later
ERG
ERG Theory
Theory (Clayton
(Clayton Alderfer)
Alderfer)
Core
CoreNeeds
Needs
Existence:
Existence:provision
provisionof
of
basic
basicmaterial
material
requirements.
requirements.
Relatedness:
Relatedness:desire
desirefor
for
relationships.
relationships.
Growth:
Growth:desire
desirefor
for
personal
development.
personal development.
Concepts:
Concepts:
More
Morethan
thanone
oneneed
needcan
can
be
operative
at
the
same
be operative at the same
time.
time.
IfIfaahigher-level
higher-levelneed
need
cannot
cannotbe
befulfilled,
fulfilled,the
the
desire
desireto
tosatisfy
satisfyaalowerlowerlevel
levelneed
needincreases.
increases.
David
David McClellands
McClellands Theory
Theory of
of Needs
Needs
nPow
nAch
nAff
Matching
Matching Achievers
Achievers and
and Jobs
Jobs
Cognitive
Cognitive Evaluation
Evaluation Theory
Theory
Reinforcement
Reinforcement Theory
Theory
Concepts:
Concepts:
Behavior
Behavioris
isenvironmentally
environmentallycaused.
caused.
Behavior
Behaviorcan
canbe
bemodified
modified(reinforced)
(reinforced)by
by
providing
providing(controlling)
(controlling)consequences.
consequences.
Reinforced
Reinforcedbehavior
behaviortends
tendsto
tobe
berepeated.
repeated.
Flow
Flow and
and Intrinsic
Intrinsic Motivation
Motivation Theory
Theory
Ken
Ken Thomass
Thomass Model
Model of
of Intrinsic
Intrinsic Motivation
Motivation
Employees are intrinsically motivated when
rewards an employee gets from work result from:
Choice the ability to freely self-select and
perform task activities.
Competence the sense of accomplishment
from skillfully performing chosen tasks or
activities.
Meaningfulness pursuing a task that matters
in the larger scheme of things.
Progress the feeling of significant
advancement in achieving the tasks purpose.
Equity
Equity Theory
Theory
Referent
Referent
Comparisons:
Comparisons:
Self-inside
Self-inside
Self-outside
Self-outside
Other-inside
Other-inside
Other-outside
Other-outside
Equity
Equity Theory
Theory (contd)
(contd)
EXHIBIT
6-7
Equity
Equity Theory
Theory (contd)
(contd)
Choices
Choicesfor
fordealing
dealingwith
withinequity:
inequity:
1.1. Change
Changeinputs
inputs(slack
(slackoff)
off)
2.2.
3.3.
Change
Changeoutcomes
outcomes(increase
(increaseoutput)
output)
Distort/change
Distort/changeperceptions
perceptionsof
ofself
self
4.4.
5.5.
Distort/change
Distort/changeperceptions
perceptionsof
ofothers
others
Choose
Chooseaadifferent
differentreferent
referentperson
person
6.6. Leave
Leavethe
thefield
field(quit
(quitthe
thejob)
job)
Equity
Equity Theory
Theory (contd)
(contd)
Propositions
Propositionsrelating
relatingto
toinequitable
inequitablepay:
pay:
1.1. Overrewarded
Overrewardedemployees
employeesproduce
producemore
more
than
thanequitably
equitablyrewarded
rewardedemployees.
employees.
2.2. Overrewarded
Overrewardedemployees
employeesproduce
produceless,
less,but
but
do
dohigher
higherquality
qualitypiece
piecework.
work.
3.3. Underrewarded
Underrewardedhourly
hourlyemployees
employeesproduce
produce
lower
lowerquality
qualitywork.
work.
4.4. Underrewarded
Underrewardedemployees
employeesproduce
producelarger
larger
quantities
quantitiesof
oflower-quality
lower-qualitypiece
piecework
workthan
than
equitably
equitablyrewarded
rewardedemployees
employees
Equity
Equity Theory
Theory (contd)
(contd)
Expectancy
Expectancy Theory
Theory
EXHIBIT
6-8
Performance
Performance Dimensions
Dimensions
EXHIBIT
6-9
Integrating
Integrating
Contemporary
Contemporary
Theories
Theoriesofof
Motivation
Motivation
EXHIBIT