chapter 13 motivation
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Management 4th Edition written by Chuck WilliamsTRANSCRIPT
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Chapter 13Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
Chapter 13
Prepared byDeborah Baker
Texas Christian University
Management4th Edition
Chuck Williams
Motivation
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Chapter 13Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
What Would You Do?
Wegmans is feeling the pressure from Wal-Mart
How can Wegmans differentiate themselves in the highly competitive grocery business?
Wegmans can’t compete on price, so outstanding customer service is key
Wegmans’ Headquarters, Rochester, New York.
How can you motivate people to work at Wegmans? How do you motivate them to give exceptional service and make a career there?
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What Is Motivation?
After reading this section, you should be able to:
1. explain the basics of motivation.
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Motivation
InitiationInitiation PersistencePersistence
DirectionDirection
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Basics of Motivation
Extrinsicand Intrinsic
Rewards
Extrinsicand Intrinsic
Rewards
MotivatingPeople
MotivatingPeople
Effortand
Performance
NeedSatisfaction
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Effort and Performance
1.11.1
PerformancePerformancePerformancePerformance
EffortEffortEffortEffort
• InitiationInitiation• DirectionDirection• PersistencePersistence
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Effort and Performance
Job performance how well someone performs the job
Motivation effort put forth on the job
Ability capability to do the job
Situational Constraints external factors affecting performance
Job Performance = Motivation x Ability x Situational Constraints
1.11.1
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Doing the Right Thing
Faking It, Not Making It
With technology, you may be tempted to look like you’re working hard when you aren’t
But, you’re usually leaving “tracks” and“footprints” along the way
Motivation is all about effort. Work hard foryour company, your customers, and yourself.
Faking It, Not Making It
With technology, you may be tempted to look like you’re working hard when you aren’t
But, you’re usually leaving “tracks” and“footprints” along the way
Motivation is all about effort. Work hard foryour company, your customers, and yourself.
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Need Satisfaction
Needs physical or psychological requirements must be met to ensure survival and well being
Unmet needs motivate people
Three approaches: Maslow’s Hierarchy of Needs Alderfer’s ERG Theory McClelland’s Learned Needs Theory
1.21.2
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Adding Needs Satisfaction to the Model
1.21.2
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Maslow’s Hierarchy of Needs
EsteemEsteem
BelongingnessBelongingness
Safety Safety
PhysiologicalPhysiological
Self-ActualizationSelf-Actualization
1.21.2
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Aldefer’s ERG Theory
RelatednessRelatedness
ExistenceExistence
GrowthGrowth
1.21.2
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McClelland’s Learned Needs Theory
AchievementAchievement
AffiliationAffiliation
PowerPower
1.21.2
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Needs Classification
McClelland’sMcClelland’sLearned NeedsLearned Needs
Alderfer’sAlderfer’sERGERG
Maslow’sMaslow’sHierarchyHierarchy
Higher-Order Needs
Lower-Order Needs
Self-ActualizationEsteemBelongingness
SafetyPhysiological
GrowthRelatedness
Existence
PowerAchievementAffiliation
Adapted From Exhibit 13.4
1.21.2
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Extrinsic and Intrinsic Rewards
Extrinsic Rewards tangible and visible to
others given contingent on
performance
Intrinsic Rewards natural rewards associated with
performing the task for its own sake1.31.3
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Extrinsic Rewards
Extrinsic Rewards motivate people to:
Join the organizationRegularly attend their jobsPerform their jobs wellStay with the organization
1.31.3
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Intrinsic Rewards
Intrinsic Rewards include:
Sense of accomplishment
Feeling of responsibility
Chance to learn something new
The fun that comes from performing an interesting, challenging, and engaging task
1.31.3
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The Most Important Rewards
Good benefits
Health insurance
Job security
Vacation time
Interesting work
Learning new skills
Independent work situations
1.31.3
Extrinsic
Intrinsic
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Adding Rewards to the Model
1.31.3
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Motivating with the Basics
Ask people what their needs are
Satisfy lower-order needs first
Expect people’s needs to change
Satisfy higher order needs by looking for ways to allow employees to experience intrinsic rewards
1.41.4Adapted from Exhibit 13.6
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How Perceptions and ExpectationsAffect Motivation
After reading these sections, you should be able to:
2. use equity theory to explain how employees’perceptions of fairness affect motivation.
3. use expectancy theory to describe how workers’ expectations about rewards, effort, and the linkbetween rewards and performance influence motivation.
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Equity Theory
Componentsof
Equity Theory
Reaction toPerceivedInequity
MotivatingPeople UsingEquity Theory
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Components of Equity Theory
Inputs employee contributions to the organization
Outcomes rewards employees receive from the
organization
Referents comparison others
Outcome/input (O/I) ratio
2.12.1
Outcomesself
Inputsself
Outcomesreferent
Inputsreferent
=
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Inequity
When a person’s O/I ratio differs from their referent’s O/I ratio
Underreward referent’s O/I ratio is greater than yours experience anger or frustration
Overreward referent’s O/I ratio is less than yours experience guilt
2.12.1
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How People Perceive Inequity
Are perceptions of equity culturally bound?
2.22.2
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How People React to Perceived Inequity
Reduce inputs Increase outcomes Rationalize inputs or outcomes Change the referent Leave
2.22.2
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Adding Equity Theoryto Model
2.22.2
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Motivating with Equity Theory
Look for and correct major inequities Reduce employees’ inputs Make sure decision-making processes are fair
distributive justice procedural justice
2.32.3Adapted from Exhibit 13.9
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Expectancy Theory
Motivating withExpectancy
Theory
Motivating withExpectancy
Theory
Components ofExpectancy
Theory
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Components of Expectancy Theory
ValenceValence
ExpectancyExpectancy
InstrumentalityInstrumentality
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Adding Expectancy Theory to Model
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Increasing Expectancy
One way to increase expectancy is to train employees.
3.13.1
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Motivating with Expectancy Theory
Systematically gather information to find out what employees want from their jobs
Clearly link rewards to individual performance
Empower employees to make decisions which enhance expectancy perceptions
3.23.2Adapted from Exhibit 13.11
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How Rewards and Goals Affect Motivation
After reading these sections, you should be able to:
4. explain how reinforcement theory works and how it can be used to motivate.
5. describe the components of goal-setting theory and how managers can use them to motivate workers.
6. discuss how the entire motivation model can be used to motivate workers.
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Reinforcement Theory
Componentsof
ReinforcementTheory
Componentsof
ReinforcementTheory
Schedules forDelivering
Reinforcement
Schedules forDelivering
Reinforcement
Motivating withReinforcement
Theory
Motivating withReinforcement
Theory
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Reinforcement Theory
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Reinforcement Theory
A theory that states that behavior is a function of its consequences, that behaviors followed by positive consequences will occur more frequently, and that behaviors followed by negative consequences, or not followed by positive consequences, will occur less frequently.
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Reinforcement Contingencies
Positive reinforcement desirable consequence strengthens behavior
Negative reinforcement withholding unpleasant consequence
strengthens behavior
Punishment unpleasant consequence weakens behavior
Extinction no consequence weakens behavior
4.14.1
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Adding Reinforcement Theory to Model
4.14.1
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Schedules for Delivering Reinforcement
4.24.2
Intermittent
Continuous
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Continuous Reinforcement Schedules
4.24.2
Continuous Reinforcement Schedules
A schedule that requires a consequence to be administered following every instance of a behavior.
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Intermittent Reinforcement Schedules
4.24.2Adapted from Exhibit 13.12
VariableVariable
Interval(Time)
Interval(Time)
Fixed
Ratio(Behavior)
Ratio(Behavior)
consequences followbehavior after a fixed time has elapsed
consequences followbehavior after a fixed time has elapsed
Consequences followbehavior after differenttimes that vary aroundan average time
Consequences followbehavior after differenttimes that vary aroundan average time
Consequences follow a specific number of behaviors
Consequences follow a specific number of behaviors
Consequences followa different number ofbehaviors that vary around an average number
Consequences followa different number ofbehaviors that vary around an average number
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Motivating with Reinforcement Theory
Identify, measure, analyze, intervene, and evaluate
Don’t reinforce the wrong behavior
Correctly administer punishment at the appropriate time
Choose the simplest and most effective schedule of reinforcement
4.34.3Adapted from Exhibit 13.14
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What Really Works
Financial Rewards10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Overall 68%
manufacturing 84%
service 61%
probability of success
4.34.3
Financial, Nonfinancial, and Social Rewards
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Nonfinancial Rewards10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Overall 58%
manufacturing 87%
service 54%
probability of success
4.34.3
What Really Works
Financial, Nonfinancial, and Social Rewards
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Social Rewards 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
probability of success 63%
Financial and Nonfinancial Rewards10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
probability of success 62%
4.34.3
Financial, Nonfinancial, and Social Rewards
What Really Works
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10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
probability of success 52%
Nonfinancial and Social Rewards10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
probability of success 61%
10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
probability of success 90%
Financial and Social Rewards
Financial, Nonfinancial, and Social Rewards
4.34.3
What Really Works
Financial, Nonfinancial, and Social Rewards
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Goal-Setting Theory
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Goal-Setting Theory relates to the basic model: desire to meet a goal prompts
effort.
PerformancePerformancePerformancePerformance
EffortEffortEffortEffortInitiationInitiationDirectionDirectionPersistencePersistence
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Goal-Setting Theory
Goal Specificity the clarity of goals
Goal Difficulty how challenging goals are
Goal Acceptance how well goals are agreed to or understood
Performance Feedback information on goal progress
5.15.1
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Setting Goals
JetBlue has what is perhaps the industry’s most aggressive goal relative to baggage handling: from plane’s hold to baggage claim in 20 minutes.
5.15.1
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Adding Goal-Setting Theory to Model
5.15.1
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Motivating with Goal-Setting Theory
Assign specific, challenging goals
Make sure workers truly accept organizational goals
Provide frequent, specific performance-related feedback
5.25.2
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Motivating with the Integrated Model
Motivating with the Basics
Motivating with the Basics
Motivating with Equity Theory
Motivating with Equity Theory
Motivating with Expectancy Theory
Motivating with Expectancy Theory
Motivating with Reinforcement
Theory
Motivating with Reinforcement
Theory
Motivating with Goal-Setting Theory
Motivating with Goal-Setting Theory
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Motivating with the Integrated Model
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