Chapter MOTIVATION For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Motivation and performance Motivation - the force that initiates, directs and sustains behaviour Ability - the capacity of individuals to achieve the tasks they are trying to accomplish Opportunity - the conditions under which motivation and ability are deployed For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Basic motivational process Add Figure 5.1 here For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Motivation in organizations Motivation explains three important aspects of deliberate behaviour: Direction - the type of activity chosen to be engaged with Effort - the amount of energy expended in relation to a particular activity Persistence - the duration of the behaviour in question, especially in light of difficulties or obstacles For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Intrinsic and extrinsic motivation Intrinsic motivation - the impetus for behaviour originates in the performance of the action itself, such as an enjoyable or otherwise satisfying task Extrinsic motivation - the impetus for behaviour originates outside the person and the performed task, it is done as a means to another end For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Content theories of motivation Maslow’s hierarchy of needs theory Alderfer’s existence, relatedness and growth theory (ERG) Herzberg’s two-factor theory For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Maslow’s hierarchy of needs Individuals have innate needs or wants which they will seek to satisfy • Physiological needs • Safety needs • Social needs • Esteem needs • Self-actualization needs For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Maslow’s hierarchy of needs Hierarchy displays the following properties: • A need once satisfied is no longer a motivator • A need cannot be effective as a motivator until those before it in the hierarchy have been satisfied • If deprived of the source of satisfaction from a lower order need it will again become a motivator • There is an innate desire to work up the hierarchy • Self-actualization is not like the other needs For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Maslow’s hierarchy of needs • Figure 5.2 For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Alderfer’s ERG theory Three-level hierarchy: • Existence needs • Relatedness needs • Growth needs For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Herzberg’s two-factor theory Motivators and hygiene factors Hygiene factors if absent cause dissatisfaction • Salary • Working conditions • Job security • Level and quality of supervision • Company policies and administrative procedures • Interpersonal relationships at work Motivators - motivate an individual to improve their work performance • Recognition • Sense of achievement • Responsibility • Nature of the work itself • Growth • Advancement For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Comparison of the needs theories Figure 5.3 For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Satisfaction and Herzberg’s two factors • Figure 5.4 For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Process theories Vroom Porter and Lawler expectancy models Adam’s equity theory Locke’s goal theory For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Vroom’s expectancy model • Figure 5.5 For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Porter and Lawler expectancy model • Figure 5.6 For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Adam’s equity theory • Relative fairness of treatment at work • Equity/Inequity Figure 5.7 For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Locke’s goal setting theory Intentions play a significant part in behavioural patterns Feedback Figure 5.8 Goal setting needs: • Specifics • Completion requirement • Difficult goal/easy goals SMART objectives For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning BEHAVIOURIST THEORIES Pavlov and classical conditioning Skinner and operant conditioning For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Pavlov and classical conditioning • Figure 5.9 For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning The four central processes used in operant conditioning •Figure 5.10 For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning RECENT CONTRIBUTIONS TO WORK MOTIVATION • Bandura’s Social-Cognitive Theory – Important aspects of this theory include: • the notion of vicarious learning • dynamics of self-control (absent from behaviouristic views of behaviour) • the concept of self-efficacy • Self-Determination Theory – distinguishes between: • autonomous motivation (where behaviour is based on volition and active choice) • controlled motivation (where behaviour is based on external consequences determined by decisions or dynamics outside the person) For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Continuum of self-determination according to SDT • Table 5.1 For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning [...]... theory Locke’s goal theory For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Vroom’s expectancy model • Figure 5. 5 For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Porter and Lawler expectancy model • Figure 5. 6 For use with Organizational Behaviour and Management... Growth • Advancement For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Comparison of the needs theories Figure 5. 3 For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Satisfaction and Herzberg’s two factors • Figure 5. 4 For use with Organizational Behaviour and Management... conditioning For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Pavlov and classical conditioning • Figure 5. 9 For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning The four central processes used in operant conditioning •Figure 5. 10 For use with Organizational Behaviour... work • Equity/Inequity Figure 5. 7 For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Locke’s goal setting theory Intentions play a significant part in behavioural patterns Feedback Figure 5. 8 Goal setting needs: • Specifics • Completion requirement • Difficult goal/easy goals SMART objectives For use with Organizational Behaviour and... CONTRIBUTIONS TO WORK MOTIVATION • Bandura’s Social-Cognitive Theory – Important aspects of this theory include: • the notion of vicarious learning • dynamics of self-control (absent from behaviouristic views of behaviour) • the concept of self-efficacy • Self-Determination Theory – distinguishes between: • autonomous motivation (where behaviour is based on volition and active choice) • controlled motivation. .. behaviour is based on external consequences determined by decisions or dynamics outside the person) For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Continuum of self-determination according to SDT • Table 5. 1 For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning ... process Add Figure 5. 1 here For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Motivation in organizations Motivation explains... theory For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Vroom’s expectancy model • Figure 5. 5 For use with Organizational Behaviour... obstacles For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Intrinsic and extrinsic motivation Intrinsic motivation - the impetus