schermerhorn - chapter 121 motivation and human needs 4 hierarchy of needs theory –developed by...

Schermerhorn - Chapter 12 1

Motivation and Human Needs

Hierarchy of Needs Theory– Developed by Abraham Maslow– Lower order and higher order needs affect

behavior• deficit principle

– satisfied need is not a motivator of behavior

• progression principle– need at one level does not become activated until the next

lower need is satisfied



Two-Factor Theory– Developed by Frederick Herzberg

• satisfier factors (job content)– things related to the nature of the job itself

– source of job satisfaction and motivation

• hygiene factors (job context)– things related more to the work setting

– source of job dissatisfaction



Acquired Needs Theory– Developed by David McClelland

• Need for Achievement (nAch)– desire to do something better, solve problems, master

complex tasks

• Need for Power (nPower)– desire to control, influence or be responsible for others

• Need for Affiliation (nAff)– desire to establish and maintain friendly relations with

others


Content Theories of Motivation

Acquired Needs Theory– People develop these needs over time– Each need is associated with a distinct set of

work preferences• managers are encouraged to recognize the strength

of each need in themselves and others

• create work environments responsive to the strength of each need


Process Theories of Motivation

Equity Theory– Developed by J. Stacy Adams

• Perceived inequity is a motivating state– People who feel underpaid experience a sense of anger.– People who feel overpaid experience a sense of guilt.

• People respond to perceived inequity by changing:– work inputs– rewards received– comparison points– situation



Expectancy Theory (con’t)– Motivation (M), expectancy (E),

instrumentality (I) and valence (V) are related to another in a multiplicative fashion

M = E x I x V

– If either E, I or V is low, motivation will be low!



Goal-Setting Theory– Developed by Edwin Locke– Task goals are clear and desirable performance

targets.– Motivational effects of task goals:

• Provide direction to people in their work.• Clarify performance expectations.• Establish a frame of reference for feedback.• Provide a foundation for behavioral self-

management. (MBO, Management by Objectives is an outgrowth of this theory)


Reinforcement Theory of Motivation Operant conditioning strategies:

– Positive reinforcement• Increases the frequency of a behavior through the

contingent presentation of a pleasant consequence.

(Give a that-a-boy (girl) you start game

– Negative reinforcement• Increases the frequency of a behavior through the

contingent removal of an unpleasant consequence.

(do not have to run laps if you did well in practice)


Reinforcement Theory of Motivation Operant conditioning strategies:

– Punishment• Decreases the frequency of a behavior through the

contingent presentation of an unpleasant consequence. (moved to second team)

– Extinction• Decreases the frequency of a behavior through the

contingent removal of a pleasant consequence.

(get out of practice early)


Reinforcement Theory of Motivation Guidelines for using positive reinforcement

– Clearly identify desired work behaviors.– Maintain a diverse inventory of rewards.– Inform everyone about what must be done to

get rewards.– Recognize individual differences when

allocating rewards.– Follow the laws of immediate and contingent

reinforcement.


Reinforcement Theory of Motivation Guidelines for using punishment:

– Tell the person what is being done wrong.– Tell the person what is being done right.– Match the punishment to the behavior.– Administer punishment in private.– Follow the laws of immediate and contingent

reinforcement.


Motivation and Job Design Job

– collection of tasks performed in support of organizational objectives

Job Design– process of creating or defining jobs by

assigning specific work tasks to individuals and groups

Job PerformanceAlso called performance evaluation quantity and quality of tasks accomplished by an individual or group at work value-added criterion


•Motivation and Job Design

We want workers to be satisfied

Job Satisfaction– degree to which an individual feels positively

or negatively about various aspects of the job• less turnover and absenteeism among satisfied

workers


•Motivation and Job Design

Job Simplification– standardizing work procedures– employing people in well-defined tasks– can result in boredom– extreme form is automation


Motivation and Job Design Job Rotation and Job Enlargement

– Job Rotation• increases task variety by shifting workers between

different jobs (regularly and periodically)

• Job Enlargement increases task variety by combining two or more tasks previously assigned to other workers

– Horizontal loading– Vertical loading


Motivation and Job Design

Job Enrichment– building more opportunities for satisfaction into

a job• job depth (vertical loading)



Job Characteristics Model– diagnostic approach to job enrichment– five core job characteristics– job high in core characteristics is enriched



Core Characteristics of Job Characteristics Model– skill variety– task identity– task significance– autonomy– feedback



Improving Core Characteristics– form natural work units– combine tasks– establish client relationships– open feedback channels– practice vertical loading


Alternative Work Arrangements

Compressed Workweek– schedule that allows a full-time job to be

completed in less than standard 5 days of 8-hour shifts

4-40 (also known as 4-10) – employees work 4 days, 10 hours each

day



Flexible Working Hours– any work schedule which gives

employees some choice in daily work hours• core time - all employees must be at work• allows employees to schedule around

personal and family responsibilities• daily, weekly or monthly arrangements



Job Sharing– One full-time job is split between two or more

persons.– Organizations benefit by employing talented

people who would otherwise be unable to work.



Telecommuting– work arrangement that allows a portion of

scheduled work hours to be completed outside of the office

– Advantages• reduced commuting• increase productivity• fewer work distractions• flexible hours



Telecommuting– Disadvantages

• loss of visibility for promotion• working too much• difficulty separating work and personal life


Independent Contracting and Part-Time Work (Govt. looking into)

Independent Contracting– specific tasks or projects are assigned to

outsiders

Contingency Workers (permatemps)– part-timers who supplement full-time

workforce, often on a long term basis– increase staffing flexibility– often paid less, receive fewer benefits

schermerhorn - chapter 121 motivation and human needs 4 hierarchy of needs theory –developed by...

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