Chapter 9

Motivation

Motivation
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
Managers Challenge: Pfizer

Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.

Motivation
Employee

models

Topics Chapter
16

motivation theories and

Needs

processes

Reinforcement

How

job design can affect employee

satisfaction & productivity

Empowerment

Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.

Motivation
Arousal,

direction, and persistence of

behavior
Employee

motivation affects productivity

Part

of a managers job is to channel

motivation toward the accomplishment of
organizational goals

Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.

Two Types of Rewards

Intrinsic rewards--satisfactions a person

receives in the process of performing a
particular action.

Extrinsic rewards--given by another person.

Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.

Model of Motivation

NEED-Creates desire to fulfill

needs (food, friendship,
recognition, achievement).

BEHAVIORREWARDS-Satisfy
Results in actions needs; intrinsic or
to fulfill needs.
extrinsic rewards.

FEEDBACK-Reward informs person whether behavior was

appropriate and should be used again.

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Foundations of Motivation
Contemporary

Human Resources

Human Relations

Traditional

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
introduce the concept of the whole person
employees are complex and motivated by
many factors
noneconomic rewards, such as congenial
work groups
workers studied as people and the concept
of social man was born
systematic analysis of an employees job
economic rewards for high performance

Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.

Motivation Content Theories

Emphasize the needs that motivate people

Hierarchy

of Needs Theory

ERG Theory

Two-Factor Theory

Acquired Needs Theory

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Hierarchy of Needs
Theory
Abraham Maslow
Self-Actualization
Needs
represent the need for
self-fulfillment
Esteem Needs
desire for a positive self-image
and to receive attention

Human beings are

motivated by a
hierarchy of
unsatisfied needs.

Belongingness Needs
desire to be accepted by ones peers
Safety Needs
safe and secure physical and emotional environment
Physiological Needs
most basic human physical needs
9

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Maslows Hierarchy of Needs

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
Experiential Exercise: What Motivates You?

10

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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

11

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Two Factor Motivation

Theory
Area of Satisfaction

Motivators
Achievement
Recognition
Responsibility
Work itself
Personal
growth

Motivators
influence
level of
satisfaction.

Area of Dissatisfaction

Hygiene
Factors
Working conditions
Pay and security
Company policies
Supervisors
Interpersonal
relationships

12

Hygiene factors
influence level of
dissatisfaction

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Acquired Needs Theory

David McClelland

Need for Achievement desire to accomplish

something difficult, master complex tasks, and
surpass others
Need for Affiliation desire to form close personal
relationships, avoid conflict, and establish warm
friendships
Need for Power desire to influence or control
others

13

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Motivation Process Theories

Equity Theory

14

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

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Methods for Reducing

Perceived Inequities

Change

inputs
Change outcomes
Distort perceptions
Leave the job

15

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Motivation Process Theories

Expectancy Theory

16

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

Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.

Reinforcement Perspective
on Motivation
Positive reinforcement in the
administration of a pleasant and
rewarding consequence.

Reinforcement
Tools

Avoidance learning is the removal of

an unpleasant consequence following
a desired behavior.
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.

17

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Job Design for Motivation

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

18

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Job Design for Motivation

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

19

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Job Design for Motivation

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 employees work
experience and their productivity

20

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Empowering People
to Meet Higher Needs
Four Empowering Elements

21

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

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Giving Meaning to Work

To meet

higher-level motivational needs and

help people get intrinsic rewards from their
work is to instill a sense of importance and
meaningfulness

22

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