motivation. © 2007 the mcgraw-hill companies, inc. all rights reserved. 8-2 maslow’s need...
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Motivation
© 2007 The McGraw-Hill Companies, Inc. All rights reserved.
8-2
Maslow’s Need Hierarchy Theory
How does the theory work?What research support does this theory have?What are the managerial implications of this theory?
© 2007 The McGraw-Hill Companies, Inc. All rights reserved.
8-3
Alderfer’s ERG Theory
Existence: Desire for physiological and materialistic well-beingRelatedness: Desire to have meaningful relationships with significant othersGrowth: Desire to grow and use one’s abilities to their fullest potential
How does this theory work?
What is the research support?
What are the managerial implications?
© 2007 The McGraw-Hill Companies, Inc. All rights reserved.
8-4
McClelland’s Need TheoryThe Need for Achievement • Desire to accomplish
something difficult
The Need for Affiliation • Desire to spend time
in social relationships and activities
The Need for Power • Desire to influence,
coach, teach, or encourage others to achieve
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
© 2007 The McGraw-Hill Companies, Inc. All rights reserved.
8-5
Herzberg’s Motivator-Hygiene Model
Hygiene Factors job characteristics associated with job dissatisfaction• Salary• Supervisory relations• Working conditions
Motivators job characteristics associated with job satisfaction• Achievement• Recognition• Responsibility
© 2007 The McGraw-Hill Companies, Inc. All rights reserved.
8-6
Comparison of Content Theories of Motivation
Self-Actualization
EsteemEsteem
BelongingnessBelongingness
SafetySafety
PhysiologicalPhysiological
Growth
RelatednessRelatedness
ExistenceExistence
Motivator--HygieneTheory
Motivators
HygienesHygienes
Need forAchievement
Need forNeed forPowerPower
Need forNeed forAffiliationAffiliation
McClelland’sLearned Needs
ERGTheory
Needs HierarchyTheory
© 2007 The McGraw-Hill Companies, Inc. All rights reserved.
8-7
Equity Theory
Equity theory – people strive for fairness and justice in social exchangesPeople will be motivated to the extent their perceived inputs to outcomes is in balance
A. Compare personal outcomes to inputs.B. Compare your outcomes to relevant others:
1. Comparisons to teammates or coworkers2. Comparisons to another group (e.g.
department/unit)3. Comparisons to others in your field or
occupational.
© 2007 The McGraw-Hill Companies, Inc. All rights reserved.
8-8
Organizational JusticeDistributive Justice the perceived fairness of how resources and rewards are distributed
Interactional Justice extent to which people feel fairly treated when procedures are implemented
Procedural Justice the perceived fairness of the process and procedure used to make allocation decisions
© 2007 The McGraw-Hill Companies, Inc. All rights reserved.
8-9
E-to-PExpectancy
P-to-OInstrumentality
Outcomes& Valences
Outcome 1+ or -
Effort Performance
Outcome 3+ or -
Outcome 2+ or -
Expectancy Theory of Motivation
© 2007 The McGraw-Hill Companies, Inc. All rights reserved.
8-10
Implications of Expectancy Theory
© 2007 The McGraw-Hill Companies, Inc. All rights reserved.
8-11
Goal-Setting Theory
Goal what an individual is trying to accomplish
© 2007 The McGraw-Hill Companies, Inc. All rights reserved.
8-12
Job Design Approaches to Motivation
Job Design: Changing the content or process of a specific job to increase job satisfaction and performance
Motivational strategies:Job Rotation moving employees from one specialized job to another
Job Enlargement putting more variety into a jobJob Enrichment building achievement, recognition, responsibility, and advancement into the work
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.