Chapter_7_Robbins_6e_Motivation_Concepts.ppt

1、Chapter 7,Motivation Concepts,After studying this chapter, you should be able to: Outline the motivation process Describe Maslows need hierarchy Differentiate motivators from hygiene factors List the characteristics that high achievers prefer in a job Summarise the types of goals that increase perfo

2、rmance Discuss ways self-efficacy can be increased State the impact of under-rewarding employees. Clarify key relationships in expectancy theory. Explain how the contemporary theories of motivation complement each other.,Learning Objectives,Persistence,Intensity,What Is Motivation?,Key Elements Inte

3、nsity: How hard a person tries Direction: Toward beneficial goal Persistence: How long a person tries,Motivation The processes that account for an individuals intensity, direction, and persistence of effort toward attaining a goal,What Is Motivation?,Hierarchy of Needs Theory There is a hierarchy of

4、 five needs: physiological, safety, social, esteem, and self-actualisation; as each need is substantially satisfied, the next need becomes dominant.,Hierarchy of Needs Theory (Maslow),Self-Actualisation The drive to become what one is capable of becoming,Lower-Order Needs Needs that are satisfied ex

5、ternally; physiological and safety needs,Higher-Order Needs Needs that are satisfied internally; social, esteem, and self-actualisation needs,Maslows Hierarchy of Needs,Physiological,Safety,Social,Esteem,Self actualisation,Exhibit 7.1,Movement Up the Pyramid Individuals cannot move to the next highe

6、r level until all needs at the current (lower) level are satisfied. Individuals therefore must move up the hierarchy in order.,Maslow Application A homeless person will not be motivated to meditate.,Assumptions of Maslows Hierarchy,Bottom Line: Satisfaction and dissatisfaction are not opposites of t

7、he same thing!,Separate Constructs Hygiene Factors:Extrinsic and Related to Dissatisfaction Motivation Factors: Intrinsic and Related to Satisfaction,Hygiene Factors: Salary Work Conditions Company Policies,Motivators: Achievement Responsibility Growth,Herzbergs Two-Factor Theory,Exhibit 7.2,Compari

8、son of Satisfiers and Dissatisfiers,Contrasting Views of Satisfaction and Dissatisfaction,Exhibit 7.3,Need for Achievement The drive to excel, to achieve in relation to a set of standards, to strive to succeed Need for Affiliation The desire for friendly and close personal relationships Need for Pow

9、er The need to make others behave in a way that they would not have behaved otherwise,Bottom Line Individuals have different levels of needs in each of these areas, and those levels will drive their behaviour.,David McClellands Theory of Needs,Matching High Achievers and Jobs,Cognitive Evaluation Th

10、eory Providing an extrinsic reward for behaviour that had been previously only intrinsically rewarding tends to decrease the overall level of motivation The theory may be relevant only to jobs that are neither extremely dull nor extremely interesting.,Hint: For this theory, think about how much fun

11、it is to read on vacation, but once reading is assigned to you for a grade, you dont want to do it!,Cognitive Evaluation Theory,Goal-Setting Theory (Edwin Locke),Basic Premise: That specific and difficult goals, with self-generated feedback, lead to higher performance. But, the relationship between

12、goals and performance will depend on: Goal commitment I want to do it & I can do it Task characteristics (simple, well-learned) National culture,Goal Setting in Action: MBO Programs,Management By Objectives Programs Company wide goals and objectives Goals aligned at all levels Based on Goal Setting

13、Theory,Key Elements Goal specificity Participative decision making An explicit time period Performance feedback,Management by Objectives (MBO) A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress,What Is MBO?,Cascading of Objecti

14、ves,Exhibit 7.4,MBO Goal-Setting Theory Goal SpecificityYesYes Goal DifficultyYesYes FeedbackYesYes ParticipationYesNo(qualified),Linking MBO and Goal-Setting Theory,Unrealistic expectations about MBO results Lack of commitment by top management Failure to allocate reward properly Cultural incompati

15、bilities,Why MBOs Fail,Self-Efficacy,Self Efficacy: An individuals feeling that s/he can complete a task (e.g. I know I can!) Enhances probability that goals will be achieved Not to be confused with: Self-esteem, which is: Individuals degree of liking or disliking themselves,Joint effects of goals a

16、nd self-efficacy on performance,Exhibit 7.5,Four Ways of Increasing Self-efficacy (Bandura),Enactive Mastery Vicarious Modelling Verbal Persuasion Arousal Note: Basic Premise/Mechanism of Pygmalion and Galatea Effects,Reinforcement Theory,Reinforcement theory argues that behaviour is a function of i

17、ts consequences Assumptions: Behaviour is environmentally caused Behaviour can be modified (reinforced) by providing (controlling) consequences Reinforced behaviour tends to be repeated.,Referent Comparisons: Self-inside Self-outside Other-inside Other-outside,Equity Theory Individuals compare their

18、 job inputs and outcomes with those of others and then respond to eliminate any inequities,Equity Theory,Equity Theory (contd),Exhibit 7.6,Equity Theory (contd),Choices for dealing with inequity: Change inputs (slack off) Change outcomes (increase output) Distort/change perceptions of self Distort/c

19、hange perceptions of others Choose a different referent person Leave the field (quit the job),Equity Theory (contd),Propositions relating to inequitable pay: Over-rewarded hourly employees produce more than equitably rewarded employees. Over-rewarded piece-work employees produce less, but do higher

20、quality piece work. Under-rewarded hourly employees produce lower quality work. Under-rewarded employees produce larger quantities of lower-quality piece work than equitably rewarded employees.,Model of Organisational Justice,Exhibit 7.7,Three Types of Justice,Distributive Justice Perceived fairness

21、 of the outcome (the final distribution) Who got what? Procedural Justice Perceived fairness of the process used to determine the outcome (the final distribution) How was who gets what decided? Interactional Justice The degree to which one is treated with dignity and respect. Was I treated well?,Exp

22、ectancy Theory,Exhibit 7.8,Expectancy Theory,Bottom Line All three links between the boxes must be intact or motivation will not occur. Thus, Individuals must feel that if they try, they can perform If they perform, they will be rewarded When they are rewarded, the reward will be something they care about.,Chapter Reflection: Motivation,Elizabeths boss starts out the day each morning saying: I bet you wish you didnt have to be here Which theory gives us insight as to why Elizabeth may not be motivated at work?,Chapter Reflection: Motivation,Elizabet