1、weiping,Chapter 6 Motivation,Instructor: Wei Ping (Elizabeth wei ) Department: Business Administration Required Textbook: Essentials of Organizational Behavior” 10th edition. by Stephen P. Robbins,weiping,Chapter 6 Motivation,Part1: Early theories of motivation Part2: Contemporary theories of motiva

2、tion Part3 From concepts to application,weiping,What is motivation?,The processes that account for an individuals intensity, direction, and persistence of effort toward attaining a goal. Intensity how hard a person tries Direction one that benefits the organization Persistence how long the effort is

3、 maintained,Basic motivation process,Unsatisfied need,Tension,Drives,Search behavior,Satisfied need,Reduction of tension,weiping,Part1: Early theories of motivation,Hierarchy of needs theory,Maslows hierarchy of needs,Lower-order need,High-order need,weiping,Physiological needs Include hunger, thirs

4、t, and other body needs.,weiping,Safety needs Include security and protection from physical and emotional harm,weiping,Social needs Include affection, a sense of belonging, acceptance, and friendship,weiping,Esteem needs Include internal factors such as self-respect, and achievement and external fac

5、tors such as recognition, and status,weiping,Self-actualization need The drive to become what one is capable of becoming; includes growth, achieving ones potential, and self-fulfillment,weiping,McGregors Theory X and Theory Y,Theory X Workers Dislike work Must be threatened with punishment Avoid res

6、ponsibilities Seek formal direction Require security Little ambition,Theory Y Workers View work as natural as rest Self-direction Self-control Accept responsibility Seek responsibility Make innovative decisions,weiping,Herzbergs Two-Factor Theory,Hygiene factors affect job dissatisfaction,Quality of

7、 supervision Pay Company policies Physical working conditions Relations with others Job security,Motivator factors affect job satisfaction,Promotional opportunities Opportunities for personal growth Recognition Responsibility Achievement Work itself,High,Job dissatisfaction 0 Job satisfaction High,w

8、eiping,Part2: Contemporary theories of motivation,McClellands Theory of Needs,Need for Achievement (nAch),Need for Power (nPow),Need for Affiliation (nAff),weiping,McClellands Theory of Needs,Need for achievement (nAch) - The drive to excel, to achieve in relation to a set of standards, and to striv

9、e to succeed High achievers prefer jobs with personal responsibility, feedback, and intermediate degree of risk High achievers are not necessarily good managers Need for power (nPow) The desire to have an impact, to be influential, and to control others. Need for affiliation (nAff) - The desire for

10、friendly and close interpersonal relationships,weiping,Cognitive Evaluation Theory,Cognitive evaluation theory proposed the introduction of extrinsic rewards, such as pay, for work effort that was previously intrinsically rewarding due to the pleasure associated with the content of the work itself t

11、ends to decrease overall motivation.,weiping,Goal-Setting Theory,Goals are a potent motivating force Specific goals lead to increased performance Difficult goals, when accepted, result in higher output than easy goals Feedback leads to higher performance than does nonfeedback,weiping,Management by O

12、bjectives (MBO),Converts overall organizational objectives into specific objectives for work units and individuals. Common ingredients: Goal specificity Participation in decision making Explicit time period Performance feedback,Overall organizational objectives,Divisional objectives,Departmental obj

13、ectives,Individual objectives,weiping,Self-Efficacy Theory,Refers to an individuals belief that he or she is capable of performing a task Ways self-efficacy can be increased Enactive mastery gain experience Vicarious modeling see someone else do the task Verbal persuasion someone convinces you that

14、you have the skills Arousal get energized,weiping,Equity theory,Employees weigh what they put into a job situation (input) against what they get from it (outcome). Model of organizational justice Distributive justice Procedural justice Interactional justice,weiping,Equity Theory,weiping,Equity theor

15、y,If they perceive their ratio to be equal to that of relevant others, a state of equity exists If the ratios are unequal, inequity exists, either under-reward or over-reward When inequities occur, employees will attempt to correct them,weiping,Equity theory,Choices when perceived inequity Distort e

16、ither their own or others inputs or outcomes Behave in some way so as to induce others to change their inputs or outcomes Behave in some way so as to change their own inputs or outcomes Choose a different comparison referent Quit their job,weiping,Equity theory,Establishes four propositions relating

17、 to inequitable pay: 1.Given payment by time, over-rewarded employees will produce more than equitably paid employees 2. Given payment by quantity of production, over-rewarded employees will produce fewer, but higher-quality units than equitably paid employees 3. Given payment by time, under-rewarde

18、d employees will produce less or a poorer quality of output 4. Given payment by quantity of production, under-rewarded employees will produce a large number of low-quality units in comparison with equitably paid employees,weiping,Expectancy theory,The most comprehensive explanation of motivation Thi

19、s theory argues that the strength of a tendency to act in a certain way depend on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual (Strength of a tendency to act in a certain way depends on Strength of expecta

20、tion that the act will be followed by a given outcome Attractiveness of that outcome to the individual ),weiping,Expectancy theory,1. Effort-performance relationship - The probability perceived by the individual that exerting a given amount of effort will lead to performance 2. Performance-reward re

21、lationship - The degree to which the individual believes that performing at a particular level will lead to the attainment of a desired outcome 3. Rewards-personal goals relationship-The degree to which organizational rewards satisfy an individuals personal goals or needs and the attractiveness of t

22、hose potential rewards for the individual.,weiping,Implications for Managers,1.Recognize individual differences 2. Match people to jobs 3. Use goals 4. Ensure that goals are perceived as attainable 5. Individualize rewards 6. Link reward to performance 7. Check the system for equity,weiping,Part3 Fr

23、om concepts to application,The job characteristics model Skill variety Task identity Task significance Feedback,weiping,The job characteristic model,Core job dimensions,Critical psychological states,Personal and work outcomes,Skill variety Task identity Task significance,Experienced meaningfulness o

24、f work,Experienced responsibility for outcomes of the work,Knowledge of the actual results of the work activities,Employee growth- need strength,High internal work motivation,High quality work performance,High satisfaction with the work,Low absenteeism and turnover,Autonomy,Feedback,weiping,Job rede

25、sign and scheduling programs,Three job redesign options Job rotation Job enlargement Job enrichment Three popular scheduling option Flextime Job sharing telecommuting,weiping,Job rotation : The periodic shifting of an employee from one task to another Job enlargement : Increasing the number and vari

26、ety of tasks that an individual performs results in jobs with more diversity Job enrichment : The vertical expansion of jobs, increasing the degree to which the worker controls the planning, execution, and evaluation of his or her work suggested action core job dimensions,Combine tasks,Form natural

27、work units,Establish client relationships,Expand jobs vertical,Open feedback channels,Skill variety,Task identity,Task significance,Autonomy,Feedback,Guidelines for enriching a job,weiping,Flextime : Flexible work hours Job sharing : An arrangement that allows two or more individuals to split a traditi