motivation: content approaches
DESCRIPTION
Motivation: Content Approaches. What motivates us?. MASLOW HIERARCHY OF NEEDS. FULFILLMENT. ESTEEM. SOCIAL. SAFETY. PHYSICAL. HERZBERG. vs. MASLOW. Satisfaction. Satisfaction. FULFILLMENT. SATISFIERS. ESTEEM. 0. HYGIENE FACTORS. SOCIAL. SAFETY. PHYSICAL. Dis- - PowerPoint PPT PresentationTRANSCRIPT
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