motivation: content approaches motivation: content approaches what motivates us?

Motivation:Content Approaches

Motivation:Content Approaches

What motivates us?

MASLOW HIERARCHY OF NEEDSMASLOW HIERARCHY OF NEEDS

PHYSICAL

SAFETY

SOCIAL

ESTEEM

FULFILLMENT

MASLOW MASLOW

PHYSICAL

SAFETY

SOCIAL

ESTEEM

FULFILLMENT

Satisfaction

HERZBERG HERZBERG

Satisfaction

Dis-Satisfaction

0

0

vs.

SATISFIERS

HYGIENEFACTORS

Motivation and Job Enrichment

Motivation and Job Enrichment

Hygiene Factors job surroundings

supervision

benefitsWorkingconditions

Interpersonal relationships

pay / salary security

Policies &practicesMotivators

what people do•Work itself•achievement•advancement•opportunity for learning•challenge / growth•feedback of results•recognition•responsibility

Job Characteristics ModelJob Characteristics Model

Core Job Dimensions

Skill VarietyTask IdentityTask Significance

Autonomy

Feedback

Psychological States

Meaningful Work

Responsibility for outcome

Knowledge of results

Psychological States

Meaningful Work

Responsibility for outcome

Knowledge of results

High Motivation

High Quality Work

High Satisfaction

Low Absenteeism and Turnover

Work Outcomes

JOB

BOSS

before after

Job enlargement

Job enrichment

Job Module DesignJob Module Design

JOB

BOSS

before after

Task AdvancementTask Advancement

Alderfer’s ERG TheoryAlderfer’s ERG TheoryAlderfer’s ERG TheoryAlderfer’s ERG Theory

ExistenceExistenceExistenceExistence GrowthGrowth

RelatednessRelatednessRelatednessRelatedness

The TheoryThe Theoryof Needsof Needs

DavidDavidMcClellandMcClelland

The TheoryThe Theoryof Needsof Needs

DavidDavidMcClellandMcClelland

Need forNeed forAchievementAchievement

(nAch)(nAch)

Need forNeed forAchievementAchievement

(nAch)(nAch)

Need forNeed forPowerPower(nPow)(nPow)

Need forNeed forPowerPower(nPow)(nPow)

Need forNeed forAffiliationAffiliation

(nAff)(nAff)

Need forNeed forAffiliationAffiliation

(nAff)(nAff)

Cognitive EvaluationCognitive Evaluation

IntrinsicMotivatorsIntrinsic

MotivatorsExtrinsic

MotivatorsExtrinsic

Motivators

• SpecificitySpecificity

• ChallengeChallenge

• FeedbackFeedback

• ParticipationParticipation

• CommitmentCommitment

• Self-efficacySelf-efficacy

• CharacteristicsCharacteristics

• CultureCulture

Goal-Setting TheoryGoal-Setting Theory

Reinforcement TheoryReinforcement Theory

ConsequencesConsequences

RewardsRewards

No RewardsNo Rewards

PunishmentPunishment

BehaviorBehavior

Motivation:Process Approaches

Motivation:Process Approaches

How does motivation work?

©a Times Mirror Higher Education Group, Inc., company, 1997a Times Mirror Higher Education Group, Inc., company, 1997

IRWIN

Equity TheoryEquity Theory

OUTCOMEINPUTS

OUTCOMEINPUTS

?

the samemore or less

A person evaluates fairness by comparing their ratio with others.

Pay, benefits,opportunities, etc.

effort, ability,experience etc.

< = >

Ratio Comparison*

Employee’sPerception

Outcomes A

Inputs A

Outcomes A

Inputs A

Outcomes A

Inputs A

Outcomes B

Inputs B

Outcomes B

Inputs B

Outcomes B

Inputs B

<

=

>

Inequity (Under-Rewarded)

Equity

Inequity (Over-Rewarded)

*Where A is the employee, and B is a relevant other or referent.

Equity TheoryEquity Theory

Research into EquityResearch into Equity

Amount andAmount andAllocationAllocation

of Rewardsof Rewards

PerceivedPerceivedFairness of theFairness of the

Distribution ProcessDistribution Process

DistributiveDistributiveJusticeJustice

ProceduralProceduralJusticeJustice

Expectancy TheoryExpectancy Theory

EffortEffort Performance

expectancy? instrumentality?

valence?

Motivation = E * I * V

Expectancy Theory

3. Rewards-personal goals relationship

1. Effort-performance relationship

2. Performance-rewards relationship

IndividualIndividualEffortEffort

IndividualIndividualPerformancePerformance

PersonalPersonalGoalsGoals

OrganizationalOrganizationalRewardsRewards

1 2

3

Performance DimensionsPerformance Dimensions

OpportunityOpportunityMotivationMotivation

AbilityAbility

PerformancePerformance

An Integrative Model of MotivationAn Integrative Model of Motivation

PersonalGoals

PersonalGoals

IndividualPerformance

IndividualPerformance

IndividualEffort

IndividualEffort

Goals DirectBehavior

Goals DirectBehavior

HighnAchHighnAch

AbilityAbility

OpportunityOpportunity PerformanceAppraisal Criteria

PerformanceAppraisal Criteria

PerformanceAppraisalSystem

PerformanceAppraisalSystem

ReinforcementReinforcement DominantNeeds

DominantNeeds

EquityComparison

O O IA IB

EquityComparison

O O IA IB

OrganizationRewards

OrganizationRewards

Motivation TheoriesAre Culture Bound

Need forNeed forAchievementAchievement

Hierarchy Hierarchy of Needsof Needs

Equity TheoryEquity Theory

MBO: Cascading of ObjectivesMBO: Cascading of Objectives

OrganizationalOrganizationalObjectivesObjectives

DivisionalDivisionalObjectivesObjectives

DepartmentalDepartmentalObjectivesObjectives

IndividualIndividualObjectivesObjectives

The XYZ CompanyThe XYZ Company

Consumer ProductsConsumer Products Industrial ProductsIndustrial Products

DevelopmentDevelopmentResearchResearchMarketingMarketingCustomerCustomerServiceServiceSalesSalesProductionProduction

Key Elements of MBOKey Elements of MBO

GoalGoalSpecificitySpecificity

ExplicitExplicitTime PeriodTime Period

Participation inParticipation inDecision MakingDecision Making

PerformancePerformanceFeedbackFeedback

Linking MBO and Linking MBO and Goal-Setting TheoryGoal-Setting Theory

ParticipationParticipationin Goal Settingin Goal Setting

SpecificitySpecificityof Goalsof Goals

FeedbackFeedbackon Performanceon Performance

Difficulty Difficulty of Goals of Goals

Employee RecognitionPrograms

Recognition &Recognition &ReinforcementReinforcement

DefiningDefiningRecognitionRecognition

Recognition PlansRecognition Plansin Practicein Practice

Employee InvolvementPrograms

ParticipativeParticipativeManagementManagement

QualityQualityCirclesCircles

RepresentativeRepresentativeParticipationParticipation

EmployeeEmployeeStock OwnershipStock Ownership

VariablePay Plans

Piece Rate Profit Sharing

Bonus PlansGainsharing

Skill-Based Pay Plans

• Promotes FlexibilityPromotes Flexibility

• Facilitates CommunicationFacilitates Communication

• Satisfies Ambitious WorkersSatisfies Ambitious Workers

• “ “Topping Out”Topping Out”

• Obsolescence of SkillsObsolescence of Skills

• Performance versus SkillsPerformance versus Skills

AdvantagesAdvantages

DisadvantagesDisadvantages

Flexible BenefitsFlexible Benefits

Employees Choose From A Menu of OptionsEmployees Choose From A Menu of Options

• Expectancy TheoryExpectancy Theory

• Individual NeedsIndividual Needs

• Cost of ManagementCost of Management

• Cost of PremiumsCost of Premiums

Special Motivation IssuesSpecial Motivation Issues

• ProfessionalsProfessionals

• Contingent workersContingent workers

• Diversified workforceDiversified workforce

• Low-skilled service workersLow-skilled service workers

• Highly repetitive tasksHighly repetitive tasks