motivation lecture presentation
TRANSCRIPT
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MotivationAdapted from
Hitt, Black and Porter (2007)
ch. 12
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What is Motivation?y Motivation
y Set of forces
y Energize behavior
y Direct behavior
y Sustain behavior
External and internalforces
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Sources of Motivation
Needs
y Forsecurityy Forself-esteem
y For achievement
y For power
Attitudesy About self
y About job
y
Abou
tsu
pe
rv
isor
y About organization
Goalsy Taskcompletion
y Performancelevel
y Career advancement
Adapted from Exhibit 12.1: Key Variables that Influence Motivation
INTERNAL
(PUSH FORCES)
EXTERNAL
(PULL FORCES)
Characteristics of
THE INDIVIDUAL
(examples)
Characteristics of
THE JOB
Characteristics of
THE WORK SITUATION
(examples) (examples)
Feedback
Amount Timing
Work load
Tasks
Variety
Scope
Discretion
How job is performed
Immediate Social
Environment Supervisor(s)
Workgroup members
Subordinates
Organizational actions
Rewards &compensation
Availability of training
Pressure for high levelsof output
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How different variables cancombine to influence theamount of effort put forth by
employees.
Motivation Theories
y Personal needs that workersattempt to satisfy.
y Features in the workenvironment that satisfy aworkers needs.
Adapted from Exhibit 12.2: Motivation Theories
Content Theories Process Theories
Focus
Theories Equity Theory
Expectancy Theory
Goal Setting Theory
Maslows Need Hierarchy
Alderfers Needs Hierarchy
Herzbergs Two-FactorTheory
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Content Theories of Motivationy Internal factors
y Needs
y Motives
y External factorsy Job
y Work situation
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Content Theories of Motivationy Five needs arranged in a hierarchy of strength
and influence
Need Hierarchy
Satisf st asic s first
t t t l l f s aft r r c is is satisfi
P si l ical Securit (safet )
Social ( elongingness)
Esteem
Self-actualization
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Content Theories of Motivationy Three classifications of needs (Alderfer)
y Existence
y
Relatednessy Growth
y Different levels of the needs can be active at the sametime
y Person may stay at one level, if frustrated by trying toattain the next higher level
ERG Theory
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Maslows and Alderfers Needs
TheoriesHighest-order
needs
Most essentialneeds
Maslows Need
Hierarchy Categories
Alderfers Needs
Hierarchy Categories
Self-actualization
Esteem
Belongingness
Safety
Physiological
Growth
Relatedness
Existence
Adapted from Exhibit 12.3: Maslows and Alderfers Needs Hierarchies Categories
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Content Theories of Motivationy Motivators
y Can increase job satisfactiony Factors related to doing the job (work itself,
responsibility, personal growth, sense of achievement,recognition)
y Hygiene factorsy Can prevent dissatisfaction, but cannot increase
satisfactiony Factors extrinsic to or surrounding the job (supervision,
relations with co-workers, working conditions,company policies and practices)
Two-Factor Theory
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Motivators and Hygiene Factors
Adapted from Exhibit 12.4: Herzbergs Two-Factor Theory: Motivators and Hygiene Factors
Recognition
Achievement Growth
Responsibility
Nature
of the
work
Motivators:
Factors directly
related to doing
a job
Hygiene Factors:
Elements associated
with conditions
surrounding the job
Job
Relations with
co-workers
Working
conditions
BenefitsCompensation
Supervision
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Effects of Hygiene Factors and
Motivators
Adapted from Exhibit 12.5: Herzbergs Two-Factor Theory: Differential Effects of Hygiene Factors and Motivators
Hygiene-FactorsExtrinsic factors
related to conditions
surrounding the job:
MotivatorsIntrinsic factors
related to the doing
of the
job itself:
Neither satisfied nor dissatisfied
Hygiene factors must besatisfied first, leading to
a state of being neither
satisfied nor dissatisfied
From the state of being
neither satisfied nor
dissatisfied, motivators
can impel an employeesmotivation and
performance to higher
levels
Higher performance
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JobEnric ment
Adapted from Exhibit 12.6: Job Characteristics Model
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Core Job Characteristics
Skillvariety
Adapted from Exhibit 12.7: Core Job Characteristics in Job Characteristics Model
Core Job Definition Example
Characteristics
Task identity
Tasksignificance
The degree to which a job requires
a variety of different activities in
carrying out the work, involving the
use of a number of different skills
and talents of the person.
The aerospace engineer must be
able to create blueprints, calculate
tolerances, provide leadership to the
work group, and give presentations
to upper management.
The degree to which a job requires
completion of a whole and
identifiable piece of work, that is,
doing a job from beginning to end
with a viable outcome.
The event manager handles all the
plans for the annual executive
retreat, attends the retreat, and
receives information on its success
from the participants.
The degree to which a job has asubstantial impact on the lives of
other people, whether those people
are in the immediate organization
or in the world at large.
The finance manager devises a newbenefits plan to improve health
coverage for all employees.
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Core Job Characteristics
Autonomy
Adapted from Exhibit 12.7: Core Job Characteristics in Job Characteristics Model
The degree to which a job provides
substantial freedom, independence,
and discretion to the individual in
scheduling the work and in
determining the procedures to beused in carrying it out.
Feedbackfrom job
R&D scientists are linked via the
company intranet, allowing them to
post their ideas, ask questions, and
propose solutions at any hour of the
day, whether at the office, at home,or on the road.
The degree to which carrying out
the work activities required by the
job provides the individual with
direct and clear information about
the effectiveness of his or her
performance.
The lathe operator knows he is
cutting his pieces correctly, as very
few are rejected by the workers in
the next production area.
Source: Adapted from J. Richard Hackman and Greg R. Oldham, Work Redesign (Reading, MA: Addison-Wesley, 1980).
Core Job Definition Example
Characteristics
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Process Theories of Motivationy Deal with the way different variables combine to
influence the amount of effort people put forth
y
Equity theoryy Expectancy theory
y Goal-setting theory
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Process Theories of Motivationy Focuses on individuals comparisons of their own
circumstances to those of others
yInputs (age, experience, education, etc.)
y Outcomes (salary, benefits, titles, perks, etc.)
y Ratios of an individuals input/outcome versus thatratio of another person or people
Equity Theory
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Equity Theory
Adapted from Exhibit 12.8: Equity Theory
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Process Theories of Motivationy Focuses on the thought processes people use
when faced with choosing among alternative
courses of actiony Effort
y Performance
y Outcome
Expectancy Theory
Expectancy
Instrumentality
Valence
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E P(I believe high effort
will lead to goodperformance)
P O(I believe high performance
will lead to recognitionfrom my supervisor)
Expectancy Theory
Effort Performance
Outcome(V: I do or do not
value recognition
from my supervisor)
E = effort P = performance
O = outcome V = valence
Adapted from Exhibit 12.9: Components of Expectancy Theory
Expectancy Instrumentality
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Process Theories of Motivationy To influence employees motivation
y Identify rewards that are valued
y
Strengthen subordinates beliefs that their efforts willlead to valued rewards
y Clarify subordinates understanding of exactly wherethey should direct their efforts
y Make sure that the desired rewards under your control
are given directly following particular levels ofperformance
y Provide levels and amounts of rewards that areconsistent with a realistic level of expected rewards
Expectancy Theory
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Process Theories of Motivationy Human action is directed by conscious goals and
intentions
y
More challenging (higher or harder) goals, ifaccepted, result in higher levels of effort than easiergoals.
y Specific goals result in higher levels of effort thanvague goals.
Goal-Setting Theory
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Role ofReinforce ents and
Consequencesy Events that happen to an individual following a
particular behaviour
y
Positive consequencey Neutral consequence
y Negative consequence
y Magnitude of the consequence
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Strengthening Behavior
y Rewards that increase the likelihood of behaviourbeing repeated in the futurey Equitable
y Efficient
y Available (capable of being given)
y Not exclusive
y Visible
y Reversible
Positive Reinforcement
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Strengthening Behavior
y Undesirable consequencesthat increase the likelihood of
a behaviour being repeated inthe future need to beremoved
Negative Reinforcement
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Weakening Behavior
y Punishment
y Undesirable consequences that are given following
behaviour in order to decrease the likelihood it will berepeatedy Can have inadvertent effects of increasing other undesired
behaviour
y Extinction
y The absence of positive consequences for behaviour,lessening the likelihood of that behaviour in the future
Punishment and Extinction
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Social Influences on Motivationy Influence of the immediate
workgroupy Individual is a member of the in-
groupy Individual has strong desire to be part
of that group and to receive thatgroups approval
y I
nfluence of supervisors andsubordinates
y Influence of organizations culture