Exploring management 3rd ch13

Exploring Management Chapter 13 Motivation Chapter 13 • • • How human needs influence motivation to work? How thought processes and decisions affect motivation to work? How does reinforcement influence motivation to work? 13.1 Human Needs and Job Design • • Maslow described a hierarchy of needs topped by self-actualization • McClelland identified acquired needs for achievement, power and affiliation • • Alderfer’s ERG theory deals with existence, relatedness and growth needs Herzberg’s two-factor theory focuses on higher-order need satisfaction The core characteristics model integrates motivation and job design HUMAN NEEDS Maslow’s Hierarchy • • Motivation – level, direction and persistence of effort expended at work Maslow’s hierarchy – Needs • Unfulfilled desires that stimulate people to act – Lower order needs • Physiological, safety and social needs – Higher order needs • Esteem and self-actualization HUMAN NEEDS Maslow’s Hierarchy HUMAN NEEDS Alderfer’s ERG Theory • Alderfer’s ERG Theory are desires for physiological and material well-being Existence Needs Relatedness needs are desires for satisfying interpersonal Relatedness Needs are desires for satisfying interpersonal relationships Growth Needs relationships are desires for continued psychological growth and development HUMAN NEEDS McClelland’s Acquired Needs • Three acquired needs that vary in strength among people Need for Achievement • is the desire to Need for Power • is the desire to Need for Affiliation • Is the desire to something better, to control, influence, or establish and maintain solve problems, or to be responsible for good relations with master complex tasks other people other people HUMAN NEEDS McClelland’s Acquired Needs • Two forms of need for power – Need for personal power – Need for social power HUMAN NEEDS Herzberg Two-Factor Theory JOB DESIGN Core Characteristics Model • Job design • Job enrichment – Allocation of specific tasks to individuals and groups – Adds opportunities for satisfying higher-order needs to a job by adding opportunities for planning and controlling work JOB DESIGN Core Characteristics Model 13.2 Thought Processes and Decisions • Equity theory explains how social comparisons motivate individual behavior • Expectancy theory considers motivation = expectancy x instrumentality x valence • Goal-setting theory shows that well-chosen and well-set goals can be motivating THOUGHT PROCESSES Equity Theory • Equity theory explains how social comparisons can motivate individual behavior – Perceived negative inequity • Attempt to restore equity by working less or quitting – Perceived positive inequity • Attempt to restore equity by extra effort THOUGHT PROCESSES Expectancy Theory • Expectancy theory considers motivation = expectancy x instrumentality x valence Expectancy • “Can I achieve the desired Instrumentality • “What work outcomes level of task will be received as a result performance?” of the performance?” Valence • “How highly I value work outcomes?” THOUGHT PROCESSES Expectancy Theory THOUGHT PROCESSES Goal Setting Theory • Goal-setting theory shows that well-chosen and well-set goals can be motivating 13.3 Reinforcement • • Operant conditioning influences behavior by controlling its consequences Positive reinforcement connects desirable behavior with pleasant consequences • Punishment connects undesirable behavior with unpleasant consequences REINFORCEMENT Law of Effect • The law of effect states that behavior followed by a pleasant consequence is likely to be repeated; behavior followed by an unpleasant consequence is unlikely to be repeated REINFORCEMENT Operant Conditioning • Operant Conditioning – B F Skinner – Influences behavior by controlling its consequences – Behavior that is rewarded is likely to be repeated – Behavior that receives an unpleasant consequence probably won’t be repeated REINFORCEMENT Positive Reinforcement • Positive reinforcement – Strengthens positive behavior • • • Approval Recognition Rewards REINFORCEMENT Negative Reinforcement • Negative reinforcement – Unpleasant consequence is avoided if desirable behavior is exhibited • Extinction – Desired consequence is removed if undesirable behavior is exhibited • Punishment – Discourages a behavior by making an unpleasant consequence contingent on its occurrence REINFORCEMENT Operant Conditioning REINFORCEMENT Positive Reinforcement • Positive reinforcement connects desirable behavior with pleasant consequences – Law of contingent reinforcement • Reward only when desirable behavior is demonstrated – Law of immediate reinforcement • Reward immediately after the desirable behavior is demonstrated REINFORCEMENT Positive Reinforcement • Shaping – Creating a new behavior by positive reinforcement of similar behaviors • Continuous reinforcement – Reward every time behavior is exhibited • Intermittent reinforcement – Reward behavior periodically REINFORCEMENT Punishment • Punishment – Connects undesirable behavior with unpleasant consequences • • • Deny a reward No raise/pay reduction Reprimand