chapter 13 motivation exploring management. chapter 13 how do human needs influence motivation to...
TRANSCRIPT
Chapter 13Motivation
EXPLORING MANAGEMENT
Chapter 13
• How do human needs influence motivation to work?
• How do thought processes and decisions affect motivation to work?
• How does reinforcement influence motivation to work?
13.1
Human Needs and Job Design
• Maslow described a hierarchy of needs topped by self-actualization
• Alderfer’s ERG theory deals with existence, relatedness and growth needs
• McClelland identified acquired needs for achievement, power and affiliation
• Herzberg’s two-factor theory focuses on higher-order need satisfaction
• The core characteristics model integrates motivation and job design
HUMAN NEEDS
Maslow’s Hierarchy
• Motivation – level, direction and persistence of effort expended at work
• Maslow’s hierarchy– Needs
• Unfulfilled desires that stimulate people to act
– Lower order needs• Physiological, safety and social needs
– Higher order needs• Esteem and self-actualization
HUMAN NEEDS
Maslow’s Hierarchy
HUMAN NEEDS
Alderfer’s ERG Theory• Alderfer’s ERG Theory
HUMAN NEEDS
McClelland’s Acquired Needs
• Three acquired needs that vary in strength among people
HUMAN NEEDS
McClelland’s Acquired Needs
• Two forms of need for power– Need for personal power– Need for social power
HUMAN NEEDS
Herzberg Two-Factor Theory
JOB DESIGN
Core Characteristics Model
• Job design– Allocation of specific tasks to individuals and
groups
• Job enrichment– Adds opportunities for
satisfying higher-order needs to a job by adding opportunities for planning and controlling work
JOB DESIGN
Core Characteristics Model
JOB DESIGN
Core Characteristics Model
13.2
Thought Processes and Decisions
• Equity theory explains how social comparisons motivate individual behavior
• Expectancy theory considers motivation = expectancy x instrumentality x valence
• Goal-setting theory shows that well-chosen and well-set goals can be motivating
THOUGHT PROCESSES
Equity Theory
• Equity theory explains how social comparisons can motivate individual behavior– Perceived negative inequity
• Attempt to restore equity by working less or quitting
– Perceived positive inequity• Attempt to restore equity
by extra effort
THOUGHT PROCESSES
Expectancy Theory
• Expectancy theory considers motivation = expectancy x instrumentality x valence
THOUGHT PROCESSES
Expectancy Theory
THOUGHT PROCESSES
Goal Setting Theory
• Goal-setting theory shows that well-chosen and well-set goals can be motivating
13.3
Reinforcement
• Operant conditioning influences behavior by controlling its consequences
• Positive reinforcement connects desirable behavior with pleasant consequences
• Punishment connects undesirable behavior with unpleasant consequences
REINFORCEMENT
Law of Effect
• The law of effect states that behavior followed by a pleasant consequence is likely to be repeated; behavior followed by an unpleasant consequence is unlikely to be repeated.
REINFORCEMENT
Operant Conditioning• Operant Conditioning – B. F. Skinner
– Influences behavior by controlling its consequences.
– Behavior that is rewarded is likely to be repeated
– Behavior that receives an unpleasant consequence probably won’t be repeated.
REINFORCEMENT
Positive Reinforcement
• Positive reinforcement– Strengthens positive behavior
• Approval• Recognition• Rewards
REINFORCEMENT
Negative Reinforcement
• Negative reinforcement– Unpleasant consequence is avoided if
desirable behavior is exhibited
• Extinction– Desired consequence is removed if
undesirable behavior is exhibited
• Punishment– Discourages a behavior by making an
unpleasant consequence contingent on its occurrence
REINFORCEMENT
Operant Conditioning
REINFORCEMENT
Positive Reinforcement
• Positive reinforcement connects desirable behavior with pleasant consequences– Law of contingent reinforcement
• Reward only when desirable behavior is demonstrated
– Law of immediate reinforcement• Reward immediately after the desirable behavior is
demonstrated
REINFORCEMENT
Positive Reinforcement
• Shaping– Creating a new behavior by positive
reinforcement of similar behaviors
• Continuous reinforcement– Reward every time behavior is exhibited
• Intermittent reinforcement– Reward behavior periodically
REINFORCEMENT
Punishment
• Punishment– Connects undesirable behavior with
unpleasant consequences• Deny a reward• No raise/pay reduction• Reprimand