Ch.12Motivation

1、Ch. 12 Motivation1Defined the desire to satisfy an unmet need. Expectations? Self-Fulfilling Prophecy?Performance equation?Content/Process/Reinforcement theories2Content theoriesA. Maslows Hierarchyphysiological, safety, social, esteem, self-actualizationuse motivators that satisfy the next level ne

2、edonce lower level needs are satisfied, they lose their motivating potential implications: satisfy lower level needs so upper level needs are motivating. How do you know what needs are unmet? Survey3How to satisfy physiological?AT&T gave money to childcare centers and gets first priority for its wor

3、kersHow to satisfy safety?IBM, Honeywell, Advanced Micro all wrote no layoff policies. Now they can address other needs. Xerox dealt with union to give job security, but reductions in salary. Delivery people (postmen/fedex/pizza drivers) are suffering violence: In one year there were 213 problems fo

4、r postmen; Fedex employee killed, pizza deliverers reporting increases in assault. 4How to satisfy social (sense of belonging)? Use teams, picnicsHow to satisfy esteem? Perks of success (status, office, decision making) or simply a sense of self-efficacy. Unocal does creativity week for R&D folks fo

5、r recognition. United Electric Controls uses valued employee program wherein they receive dollars for implemented idea.How to safisfy self-actualization? Opportunity to grow. Training?5B. Herzberg TheoryTheory names: 1. Motivation-hygiene theory2. Two-factor theory6He asked employees when they think

6、 about their jobs, what makes them feel really good about their jobs and what makes them feel bad about their jobs. He came up with two groups: motivators (intrinsic factors) and hygiene factors (extrinsic factors). What are examples of each?7Hygiene = salary/supervision/working conditions/policiesM

7、otivators= characteristics of the work/advancement/responsibility/achievementThen he came up with a perspective not previously considered: Motivators can lead to satisfaction, but hygiene factors can only prevent dissatisfaction. Thus, satisfaction is distinct from dissatisfaction:8hygiene factors p

8、resent no dissatisfaction no grievance (or motivation)hygiene factors not present dissatisfaction grievancemotivators present satisfaction motivated behaviormotivators not present no satisfaction no motivated behavior 9Implication: ensure the presence of motivators in order to enhance aroused, energ

9、ized, goal-directed behavior10C. McClellands Needs Theory (Acquired Needs Theory)3-Needs Theory. What are the 3 needs? Need for achievement (desire to carry work to successful completion)Need for Power (desire to influence others)Need for Affiliation (desire to help others)11Research found that sale

10、smen high in NAch sold more policies than those low in NAch. at Pepsi, high NAch led to more success than high NPowr. In general, the best managers are high in the NPowr and low in NAff.Implications: address those individual needs that are most motivating for individuals. 12II. Process TheoriesA. Eq

11、uity Theory13Derived from cognitive dissonance- Whats this? Inconsistency between my beliefs/feelings and behaviors. Unfairness (inequity perceptions) cognitive dissonance motivation to correctHow is equity perceived?- By comparison to othersYouOtheroutcomesoutcomessalary, benefits, status, time off

12、inputsinputs effort, educ, training, exp. 14What are some methods to reduce inequity perceptions?Increase/reduce inputsIncrease/reduce outcomesDistort inputs/outcomes of self/otherChange relevant other15Greenberg study pay cut led to stealing; office size changes led to effort changesImplications es

13、tablish perceptions of fairness/justice and understand where inequity perceptions exist.16B. Goal SettingDifficult goals increased performance up to a point (need to be achievable)Specific goals increased performanceFeedback following goals increased performanceParticipatively set goals increased pe

14、rformanceImplications: establish goal setting procedures e.g. MBO!17C. Expectancy Theory 18- Expectancy (E-P link)Motorola people get 40 hours training/year;Anderson consulting gives new employees 3 weeks of professional training prior to starting their jobs. After this, 138 hours per year! Instrume

15、ntality (P-O link)Diamond International surveyed and found that employees were not rewarded for doing a good job. They instituted the 100 Club to reward certain levels of performance. Productivity boosted 14.2%!Valence; (V attractiveness)19What are the implications?1. give employees appropriate training and encouragement;2. communicate credible link between performance and outcome; 3. individual differences must be considered.20D. Reinforcement Theory21Positive works bestWhat gets measured gets done22Team T