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McGraw-Hill/Irwin
Contemporary Management, 5/e
Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Learning Objectives
13-4
The Nature of Motivation
• Motivation
– The psychological forces that determine the
direction of a person’s behavior in an
organization, a person’s level of effort, and a
person’s level of persistence
– Explains why people behave the way they
do in organizations
13-5
The Nature of Motivation
13-6
The Nature of Motivation
13-7
The Nature of Motivation
13-8
Outcomes and Inputs
• Outcome
– Anything a person gets from a job or an
organization
• Pay, job security, autonomy,
accomplishment
• Input
– Anything a person contributes to his or her
job or organization
• Time, effort, skills, knowledge, work
behaviors
13-9
The Motivation Equation
Figure 13.1
13-10
Expectancy Theory
13-11
Expectancy Theory
13-12
Expectancy, Instrumentality, and Valence
Figure 13.2
13-13
Expectancy Theory
Figure 13.3
13-14
Need Theories
13-15
Maslow’s Hierarchy of Needs
Needs Description Examples
Highest-level
Self- Realize one’s Use abilities
needs
actualization full potential to the fullest
Social Interpersonal
Belongingness
interaction, love relations, parties
Job security,
Safety Security, stability
health insurance
After lower level needs satisfied, person seeks higher needs. When
unable to satisfy higher needs, lower needs motivation is raised.
13-18
Herzberg’s Motivation-Hygiene Theory
13-19
Herzberg’s Motivation-Hygiene Theory
13-20
McClelland’s Needs for Achievement,
Affiliation, and Power
13-21
McClelland’s Needs for Achievement,
Affiliation, and Power
13-22
Equity Theory
• Equity Theory
– Focuses on people’s perceptions of the
fairness (or lack of fairness) of their work
outcomes in
proportion to
their work inputs.
13-23
Equity Theory
Worker contributes
Outcomes = Outcomes more inputs but also
Equity Inputs Inputs gets more outputs
than referent
Worker contributes
Underpayment Outcomes < Outcomes more inputs but also
Equity Inputs Inputs gets the same outputs
as referent
Worker contributes
Overpayment Outcomes > Outcomes same inputs but also
Equity Inputs Inputs gets more outputs
than referent
Table 13.3
13-25
Equity Theory
13-26
Equity Theory
13-27
Goal Setting Theory
13-28
Goal Setting Theory
• Goal
– What a person is trying to accomplish
through his efforts and behaviors
– Must be specific and difficult
• Goals point out what is important to the
firm.
– Workers should be encouraged to develop
action plans to attain goals.
13-29
Goal Setting Theory
• Goals motivate
people to contribute
more inputs to their
jobs
• Goals help people
focus their inputs in
the right direction
13-30
Learning Theories
13-31
Learning Theories
• Learning
– A relatively permanent change in person’s
knowledge or behavior that results from
practice or experience.
13-32
Operant Conditioning Theory
• Operant Conditioning
– People learn to perform behaviors that lead
to desired consequences and learn not to
perform behaviors that lead to undesired
consequences.
– Linking specific behaviors to the attainment
of specific outcomes can motivate high
performance and prevent behaviors that
detract from organizational effectiveness.
13-33
Operant Conditioning Tools
• Positive Reinforcement
– Gives people outcomes they desire when
they perform organizationally functionally
behaviors
• Positive reinforcers: Pay, praises, or
promotions
13-34
Operant Conditioning Tools
• Negative Reinforcement
– Eliminating undesired outcomes once the
functional behavior occurs
• Negative reinforcers: criticisms, pay cuts,
suspension
13-35
Operant Conditioning Tools
• Extinction
– Curtailing the performance of a dysfunctional
behavior by eliminating whatever is
reinforcing it.
• Punishment
– Administering an undesired/negative
consequence to immediately stop a
dysfunctional behavior.
• Manager administers an undesired consequence
to worker (verbal reprimand, demotion, pay cut).
13-36
Avoiding Side Effects of Punishment
13-37
Organizational Behavior Modification
13-38
Organizational Behavior Modification
13-39
Steps in
Organizational
Behavior
Modification
13-41
Social Learning Theory
13-42
Social Learning Theory
• Self-Reinforcement
– Any desired or attractive outcome or award
that a person can give himself or herself for
good performance.
• Self-efficacy
– A person’s belief about his or her ability to
perform a behavior successfully.
13-43
Pay and Motivation
• Pay as a Motivator
– Expectancy: Instrumentality, the association
between performance and outcomes, must
be high for motivation to be high.
– Need Theory: pay is used to satisfy many
needs.
– Equity Theory: pay is given in relation to
inputs.
13-44
Pay and Motivation
• Pay as a Motivator
– Goal Setting Theory: pay is linked to
attainment of goals.
– Learning Theory: outcomes (pay), is
distributed upon performance of functional
behaviors.
13-45
Merit Pay and Performance
13-46
Merit Pay and Performance
13-47
Salary Increase or Bonus?
13-48
Salary Increase or Bonus?
13-49
Salary Increase or Bonus?
13-50
Examples of Merit Pay Plans
• Piece-rate Pay
– Employee’s pay is based on the number of units
that the employee produces.
• Commission Pay
– Employee’s pay is based on a percentage of sales
that the employee makes.
• Organization-based Merit Plans
– Scanlon plan—focuses on reduced expenses or
cutting costs
– Profit sharing—employees receive a share of an
organization’s profits
13-51