ob - motivation
DESCRIPTION
Partially based on the Kreitner/Kinicki (2009, McGraw Hill/Irwin) textbook with updated data from a variety of cited sources.TRANSCRIPT
Chapter 7 – Foundations of Motivation
BUSA 220Professor Wallace, Winter 2012
Motivation
• Psychological processes that arouse and direct goal-directed behavior
• Does high motivation mean better job performance?– A=Yes, B=No
• Is money the only motivator?
Motivational Theories• Content Theories– Identify internal factors
influencing motivation
• Process Theories– Identify the process by
which internal factors and cognitions influence motivation
Source: Krietner/Kinicki, 2009
Maslow’s Hierarchy of Needs
Source: Krietner/Kinicki, 2009
Employee Needs Vary
Source: Krietner/Kinicki, 2009
Source: Penn State Psych 484
Maslow Revised
Alderfer's ERG Theory
• Existence: Desire for physiological and materialistic well-being• Relatedness: Desire to
have meaningful relationships with significant others• Growth: Desire to grow
and use one’s abilities to their fullest potential
Source: Penn State Psych 484
Source: Penn State Psych 484
McClelland's Need Theory• The 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
Source: Penn State Psych 484
McClelland's Need Theory
Source: Penn State Psych 484
What Do You Think?Is high need for power good or bad?
A= Good, B=Bad, C= It depends
1. What is the most important need for leaders?– Achievement– Affiliation– Power
2. What is the least important?– Achievement– Affiliation– Power
Herzberg’s Motivator-Hygiene ModelHygiene Factors - job characteristics associated with
job dissatisfaction– Salary
– Supervisory relations
– Working conditions
Motivators - job characteristics associated with
job satisfaction– Achievement
– Recognition
– Responsibility
Dissatisfactio
n
Satisfaction
Herzberg’s Motivator-Hygiene Model
Source: Krietner/Kinicki, 2009
Herzberg’s Motivator-Hygiene Model
Source: MAAW from HBR 1968, 2003
Theory Comparison
Self-Actualization
Esteem
Belongingness
Safety
Physiological
Growth
Relatedness
Existence
Motivator--Hygiene
Motivators
Hygienes
Need forAchievement
Need forPower
Need forAffiliation
McClelland’sLearned Needs
ERGNeeds Hierarchy
Equity Theory• People strive for fairness and justice in social
exchanges• People will be motivated to the extent their perceived
inputs to outputs is in balance
A. Compare personal outcomes to inputs.
B. Compare your outcomes to relevant others:
1. Comparisons to teammates or coworkers
2. Comparisons to another group (e.g. department/unit)
3. Comparisons to others in your field or occupational.
What Do You Think?Deena works 60 hours per week and does not feel that she is being adequately recognized or rewarded. According to equity theory, Deena is least likely to:
a. Ask for a raise or bonusb.Reduce her efforts by
decreasing her hoursc. Increase her efforts by
working longer hoursd.Frame the situation as a
learning experience and beneficial for her future career.
Equity SensitivityAn individual’s tolerance for negative and positive equity –Benevolents have a
higher tolerance for negative inequity
–Sensitives adhere to strict norm of reciprocity
–Entitleds have no tolerance for negative inequity
Equity Sensitivity
Source: Penn State Psych 484
Organizational Justice• Distributive Justice -
Perceived fairness of how resources and rewards are distributed
• Procedural Justice -perceived fairness of the process and procedure for allocation decisions
• Interactional Justice - feel fairly treated when procedures are implemented
What Do You Think• What important work-
related variables are perceptions of equity related to?• What are the managerial
implications of equity theory and organizational justice research?
Equity Theory & Justice
Job Performance &
Counterproductive Behaviors
Distributive & Procedural Justice
Equity Theory & Justice
Justice
Trust
Commitment
Citizenship
Satisfaction
Vroom’s Expectancy Theory
Vroom’s Expectancy Theory
Self EfficacyGoal Difficulty
Perceived Control
TrustControlPolicies
NeedsValuesGoals
Preferences
Expectancy (E P)Perceived
likelihood that EFFORT will
lead to performance
Instrumentality (P R)
Perceived likelihood that
Performance leads to desired rewards
Valence V(R)The value of
expected rewards to the individual
Motivational Force (MF)
Force directing specific behavior
alternatives
X X =
What Do You Think?For each of the following actions, indicate which part of the expectancy model, specifically, would be improved for an unmotivated employee?
A. Effort to Performance (Expectancy)
B. Performance to Outcome (Instrumentality)
C. Value of rewards (Valence)
1. Show direct link between performance and raises.
2. Set clear goals, establish positive expectations
3. Base rewards on what the employee values.
4. Establish a pay for performance plan.
5. Provide adequate resources and training.
Expectancy Theory Implications
Source: Krietner/Kinicki, 2009
Goal Difficulty
Source: Penn State Psych 484
Locke’s Goal Setting Theory
Encouraging thedevelopment of goal-attainment strategies
or action plans
Increasingone’s persistence
Regulatingone’s effort
Directingone’s attention
Goalsmotivate theindividual
by...
Taskperformance
Blanchard & Johnson
Source: Penn State Psych 484
Motivation by Job DesignChanging the content or process of a specific job to increase job satisfaction and performance• Job Rotation moving employees from one
specialized job to another• Job Enlargement putting more variety into a job
• Job Enrichment building achievement, recognition, responsibility, and advancement into the work
Motivation by Job Design
Source: Emerald Insight
Motivation by Job Design
Source: DSS Incorporated
Motivation by Job Design
Source: Krietner/Kinicki, 2009
Job Satisfaction?
Job Satisfaction?
Source: www.ritholtz.com
Retention Management
http://www.magna.in/hr_employee_support.aspx
The Zinger Model
http://www.davidzinger.com/wp-content/uploads/Employee-Engagement-Model-Zinger-2011.jpg
Conclusion?• Experts in many fields
are still trying to figure it out and making a good living doing so.• YOU have to figure out
what MOTIVATES you, and then feed it!• Read Pink or Gardner