Beruflich Dokumente
Kultur Dokumente
Motivation
McGraw-Hill/Irwin
Learning Objectives
Define the key terms in expectancy theory Distinguish between inputs and outputs in equity theory Understand the different types of organizational justice
5-2
Learning Objectives
Describe the three determinants of job performance Identify the need levels in Maslow's hierarchy Explain Alderfer's ERG Theory Compare motivators with hygiene factors
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Introduction
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Motivation components
Direction Intensity Persistence
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Needs
A course of action is selected Goal-directed behavior occurs The behavior triggers either a reward or punishment The deficiencies are reassessed
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Organizational issues
Leader issues
Job issues
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Need deficiencies
VI. II.
The Employee
V. III.
Rewards or punishments
IV.
Motivation Theories
Energized
Directed Sustained Stopped
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5-12
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A satisfied need ceases to motivate Unsatisfied needs can cause frustration, conflict, and stress People have a need to grow and develop; they strive to move up the hierarchy
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Need-hierarchy issues
Little data proves that a needs hierarchy exists Only two needs levels exist: physiological and then all others Security needs decrease as managers advance
With a corresponding increase in need for social interaction, achievement, and self-actualization
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Existence = physiological and safety Relatedness = belongingness, social, love Growth = esteem and self-actualization
Salary, job security, working conditions, status, company procedures, interpersonal relations The job content, achievement, recognition, responsibility, advancement, possibility of growth
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Only self-reports of performance over long period of time were used in original study
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Job enrichment
Builds personal achievement, recognition, challenge, responsibility, and growth opportunities into a job Increases individual motivation by providing more discretion and accountability
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Need for achievement (n Ach) Need for affiliation (n Aff) Need for power (n Pow)
When a need is strong, there is motivation to use behavior that leads to its satisfaction
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Likes to take responsibility for solving problems Sets moderate achievement goals and takes calculated risks Desires feedback on performance
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Concentrates on obtaining and exercising power and authority Concerned with influencing others and winning arguments Power can be negative or positive
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Desires social interaction Concerned about the quality of personal relationships Social relationships take precedence over task accomplishment
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Use of projective psychological personality tests is unscientific Claim that n Ach can be learned counters theory that motive acquisition occurs in childhood and is hard to alter
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Alderfer
McClelland
Self-actualization
Esteem
Motivators
Relatedness
Basic needs
Physiological
Hygiene conditions
Existence
5-26
Content theories focus primarily on the needs and incentives that cause behavior
They try to explain how behavior is energized, directed, maintained, and stopped
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Employees are more likely to be motivated when they perceive that effort = successful performance + desired rewards and outcomes
Most behaviors are under the voluntary control of the individual and consequently are motivated
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First-level Outcomes Result from behavior associated with doing the job itself Productivity Absenteeism
Second-level Outcomes Result from the rewards and punishments that firstlevel outcomes produce Pay increases Group acceptance or rejection Promotion Termination
Turnover
Production quality
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Instrumentality
The perception that first-level outcomes (performance) are tied to second-level outcomes (rewards or punishment)
Valence
Expectancy
Expectancy Theory
E P EXPECTANCY E O EXPECTANCY Perceived probability of successful performance, given effort Perceived probability of receiving an outcome, given performance
First-level outcome
Second-level outcome
Second-level outcome
Effort
Performance
First-level outcome
Second-level outcome
Second-level outcome
First-level outcome
5-31
Equity Theory
Ones perception of being treated fairly in social exchanges can influence motivation
Equity exists when one perceives that the ratio of their inputs (efforts) to their outcomes (rewards) equals the ratios of other employees
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Any group or persons used as a referent by Person, regarding the ratio of inputs and outcomes
The individual characteristics brought by Person to the job What Person received from the job
Inputs
Outcomes
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Equity Theory
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Organizational Justice
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Organizational The degree to which individuals feel they are fairly treated at the workplace
Distributive The perceived fairness of how resources and rewards are distributed throughout an organization
Procedural The perceived equity of the processes and procedures used to make resource allocation decisions
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Organizational Justice
Work effort
Performance
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Procedural Justice
They have a voice in the decision Decision making is consistent The process and procedures conform to ethical and moral values
5-39
Procedural Justice
Self-interest Theory People want fair procedures because it enables them to obtain desired extrinsic outcomes
Group Theory
Fair group procedures are a sign of respect and an indication that group members are valued
5-40
Procedural Justice
Interpersonal justice
Judgments made by employees as to whether they feel they are treated fairly Perceptions of justice are higher when employees are treated with dignity and respect Abusive supervisors are common Employees who experience bullying and incivility are more likely to quit
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Procedural Justice
Informational justice
Perceived fairness of the communication provided to employees from authorities Keep many channels open and communicate frequently Utilize informal chats Dont sugarcoat bad news
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Goal Setting
A goal is a result that a person or group is trying to accomplish through behavior and actions
Lockes view An individuals conscious goals and intentions are the primary determinants of behavior Once a person starts something, he/she pushes on until a goal is achieved Harder goals result in higher levels of performance if the goals are accepted by the individual
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Goal specificity
Degree of quantitative precision (clarity) of the goal Level of performance required to achieve the goal
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Exchange theory
Per Schein, the degree to which employees exert effort, commit to goals, and derive satisfaction from work depends on
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5-48
An opportunity to be creative
Reviewing Motivation
Content Theories
Individualoriented
Expectancy Theory
Emphasizes individual, jobs, and environmental variables Recognizes differences in needs, perceptions, and beliefs
Equity Theory
Addresses the relationship between attitudes toward inputs and outputs and reward practices
Goal-Setting Theory
Emphasizes the cognitive processes and the role of intentional behavior in motivation
5-50
Reviewing Motivation
Managers can influence the motivation state of employees Be sensitive to variations in employees needs, abilities, goals, reward preferences Provide jobs that offer task challenge, diversity, and need satisfaction
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