©prentice hall, 2001chapter 61 basic motivation concepts
TRANSCRIPT
©Prentice Hall, 2001 Chapter 6 1
Basic Motivation Concepts
©Prentice Hall, 2001 Chapter 6 2
What Is Motivation?
Direction
PersistenceIntensity
©Prentice Hall, 2001 Chapter 6 3
Maslow’sMaslow’sHierarchyHierarchyof Needsof Needs SelfSelf
EsteemEsteem
SocialSocial
SafetySafety
PhysiologicalPhysiological
©Prentice Hall, 2001 Chapter 6 4
Theory XTheory XWorkersWorkers
Dislike WorkDislike Work
Avoid ResponsibilityAvoid Responsibility
Little AmbitionLittle Ambition
Theory YTheory YWorkersWorkers
Enjoy WorkEnjoy Work
Accept ResponsibilityAccept Responsibility
Self-DirectedSelf-Directed
©Prentice Hall, 2001 Chapter 6 5
Herzberg’s Two-Factor TheoryHerzberg’s Two-Factor Theory
Hygiene FactorsHygiene Factors Motivational FactorsMotivational Factors
• Quality of supervision• Rate of pay• Company policies• Working conditions• Relations with others• Job security
• Quality of supervision• Rate of pay• Company policies• Working conditions• Relations with others• Job security
• Career Advancement
• Personal growth
• Recognition
• Responsibility
• Achievement
• Career Advancement
• Personal growth
• Recognition
• Responsibility
• Achievement
High HighJob Dissatisfaction Job Satisfaction0
©Prentice Hall, 2001 Chapter 6 6
Alderfer’s ERG TheoryAlderfer’s ERG TheoryAlderfer’s ERG TheoryAlderfer’s ERG Theory
ExistenceExistenceExistenceExistence GrowthGrowth
RelatednessRelatednessRelatednessRelatedness
©Prentice Hall, 2001 Chapter 6 7
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)
©Prentice Hall, 2001 Chapter 6 8
Cognitive EvaluationCognitive Evaluation
IntrinsicMotivatorsIntrinsic
MotivatorsExtrinsic
MotivatorsExtrinsic
Motivators
©Prentice Hall, 2001 Chapter 6 9
• SpecificitySpecificity
• ChallengeChallenge
• FeedbackFeedback
• ParticipationParticipation
• CommitmentCommitment
• Self-efficacySelf-efficacy
• CharacteristicsCharacteristics
• CultureCulture
Goal-Setting TheoryGoal-Setting Theory
©Prentice Hall, 2001 Chapter 6 10
Reinforcement TheoryReinforcement Theory
ConsequencesConsequences
RewardsRewards
No RewardsNo Rewards
PunishmentPunishment
BehaviorBehavior
©Prentice Hall, 2001 Chapter 6 11
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
©Prentice Hall, 2001 Chapter 6 12
Research into EquityResearch into Equity
Amount andAmount andAllocationAllocation
of Rewardsof Rewards
PerceivedPerceivedFairness of theFairness of the
Distribution ProcessDistribution Process
DistributiveDistributiveJusticeJustice
ProceduralProceduralJusticeJustice
©Prentice Hall, 2001 Chapter 6 13
Expectancy Theory
3. Rewards-personal goals relationship
1. Effort-performance relationship
2. Performance-rewards relationship
IndividualIndividualEffortEffort
IndividualIndividualPerformancePerformance
PersonalPersonalGoalsGoals
OrganizationalOrganizationalRewardsRewards
1 2
3
©Prentice Hall, 2001 Chapter 6 14
Performance DimensionsPerformance Dimensions
OpportunityOpportunityMotivationMotivation
AbilityAbility
PerformancePerformance
©Prentice Hall, 2001 Chapter 6 15
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