Chapter 13

Motivation

2014 Cengage Learning

MGMT6

13-1 explain the basics of motivation

13-2 use equity theory to explain how employees
perceptions of fairness affect motivation
13-3 use expectancy theory to describe how workers
expectations about rewards, effort, and the link
between rewards and performance influence motivation
13-4 explain how reinforcement theory works and how it
can be used to motivate
13-5 describe the components of goal-setting theory and
how managers can use them to motivate workers
13-6 discuss how the entire motivation model can be used
to motivate workers

2014 Cengage Learning

Motivation Is
The set of forces that initiates, directs,
and makes people persist in their
efforts to accomplish a goal.

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The Basics of Motivation

Effort and performance
Need satisfaction
Extrinsic and intrinsic rewards
How to motivate with the basic
model of motivation
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 2014 Cengage Learning

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Effort and Performance

Job Performance =
Motivation x Ability x Situational
Constraints

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13-1

Need Satisfaction

Needs
the physical or psychological requirements that
must be met to ensure survival and well-being

A persons unmet need creates an

uncomfortable, internal state of tension
that must be resolved.
People are motivated by unmet needs
Managers must learn what those unmet
needs are, and address them.
Once a need is met, it no longer motivates.

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2014 Cengage Learning

 2014 Cengage Learning

13-1

Predictions of Need Theories

Maslow

needs are arranged in a hierarchy from low to high;

people are motivated by their lowest unsatisfied needs

Alderfer

people can be motivated by more than one need at a

time

McClelland

the degree to which particular needs motivate varies

from person to person

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What Leads to Effort?

Higher-order needs will not motivate as
long as lower-order needs remain
unsatisfied.
Its difficult to predict which higher-order
needs will motivate employees behavior.
The relative importance of the various
needs may change over time.
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13-1

Extrinsic and Intrinsic

Rewards
Extrinsic rewards
tangible and visible to others and are
given to employees contingent on the
performance of specific tasks or
behaviors

Intrinsic rewards
the natural rewards associated with
performing a task or activity for its own
sake
2014 Cengage Learning

13-1

Motivating with the Basics

Start by asking people what their needs
are
Satisfy lower-order needs first
Expect peoples needs to change
As needs change and lower-order needs
are satisfied, create opportunities for
employees to satisfy higher-order needs
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13-1

Equity Theory
People will be motivated at work
when they perceive that they are
being treated fairly. In particular,
equity theory stresses the
importance of perceptions.

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13-2

Components of Equity
Theory
Inputs
Outcomes
Referents

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Forms of Inequity
Underreward
when you are getting fewer outcomes
relative to your inputs than the referent

Overreward
when you are getting more outcomes
relative to your inputs than the referent

2014 Cengage Learning

13-2

Reacting to Inequity
Decreasing or withholding inputs
Increasing outcomes
Rationalize or distort inputs to outcomes
Changing the referent
Employees may leave

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2014 Cengage Learning

 2014 Cengage Learning

13-2

Motivating with Equity

Theory
Start by looking for and correcting
major inequities
Reduce employees inputs
Make sure decision-making processes
are fair
distributive justice
procedural justice
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13-2

Expectancy Theory
People will be motivated to the extent
to which they believe that their efforts
will lead to good performance, that
good performance will be rewarded,
and that they will be offered attractive
rewards.

2014 Cengage Learning

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Components of Expectancy Theory

Motivation = Valence x Expectancy x

Instrumentality

2014 Cengage Learning

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 2014 Cengage Learning

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Motivating with Expectancy Theory

Systematically gather information to find out

what employees want from their jobs

Take specific steps to link rewards to individual

performance in a clear and understandable way

Empower employees to make decisions if

management really wants them to believe that
their hard work and effort will lead to good
performance

2014 Cengage Learning

13-3

Reinforcement Theory
Behavior is a function of its consequences,
behaviors followed by positive
consequences will occur more frequently,
and behaviors followed by negative
consequences, or not followed by positive
consequences, will occur less frequently.
Reinforcement
Reinforcement contingencies
Schedule of reinforcement
2014 Cengage Learning

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 2014 Cengage Learning

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Components of Reinforcement
Theory
Positive reinforcement
Negative reinforcement
Punishment
Extinction
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Schedules for Delivering

Reinforcement
Continuous
Intermittent
fixed interval
variable interval
fixed ratio
variable ratio

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 2014 Cengage Learning

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Motivating with Reinforcement

Theory
Identify, measure, analyze, intervene,
evaluate
Dont reinforce the wrong behaviors
Correctly administer punishment at the
appropriate time
Choose the simplest and most effective
schedule of reinforcement
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13-4

Goal-Setting Theory
People will be motivated to the extent
that they accept specific, challenging
goals and receive feedback that
indicates their progress toward goal
achievement.

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Components of Goal-Setting Theory

Goal specificity
Goal difficulty
Goal acceptance
Performance feedback
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 2014 Cengage Learning

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Motivating with Goal-Setting Theory

Assign employees specific,
challenging goals
Make sure workers truly accept
organizational goals
Provide frequent, specific,
performance-related feedback
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13-5

Living Social Escapes

<click screenshot for video>

1. Which needs in Maslows

hierarchy are most important
to the employees who work
for LivingSocial Escapes, and
how can managers use this
information to develop a
highly motivated workforce?
2. According to equity theory,
how might a LivingSocial
Escapes guide react if he or
she feels underpaid or
unappreciated?
3. What outcomes or rewards
possess high valence for
managers and guides who
work at LivingSocial Escapes?
2014 Cengage Learning