Introduction to management 13th schemerhorn bachrach chapter 16

John R Schermerhorn, Jr 16 Daniel G Bachrach Introduction to Management th 13 edition Chapter 16 Motivation Theory and Practice Planning Ahead —Key Takeaways  Explain theories of how individual needs motivate behavior  Identify the influences of expectancy, equity, goal-setting, and self-efficacy processes on motivation  Discuss the roles reinforcement principles and strategies play in motivation  Explain how job designs and alternative work schedules influence motivation Copyright ©2015 John Wiley & Sons, Inc Chapter 16 Outline Individual Needs and Motivation a) Hierarchy of needs theory b) ERG theory c) Two-factor theory d) Acquired needs theory Process Theories of Motivation a) Equity theory b) Expectancy theory c) Goal-setting theory d) Self-efficacy theory Copyright ©2015 John Wiley & Sons, Inc Chapter 16 Outline Reinforcement Theory a) Reinforcement strategies b) Positive reinforcement c) Punishment Motivation and Job Design a) Job simplification b) Job enrichment c) Alternative work schedules Copyright ©2015 John Wiley & Sons, Inc Individual Needs and Motivation Motivation—the forces within the individual that account for the level, direction, and persistence of effort expended at work Copyright ©2015 John Wiley & Sons, Inc Individual Needs and Motivation Needs  Unfulfilled physiological and psychological desires of an individual  Explain workplace behavior and attitudes  Create tensions that influence attitudes and behavior  Good managers and leaders facilitate employee need satisfaction Copyright ©2015 John Wiley & Sons, Inc Individual Needs and Motivation Hierarchy of needs theory  Developed by Abraham Maslow  Lower-order and higher-order needs affect workplace behavior and attitudes  Lower-order needs:  Physiological, safety, and social needs  Desires for physical and social well being  Higher-order needs:  Esteem and self-actualization needs  Desire for psychological growth and development Copyright ©2015 John Wiley & Sons, Inc Figure 16.1 Opportunities for satisfaction in Maslow’s hierarchy of human needs Copyright ©2015 John Wiley & Sons, Inc Individual Needs and Motivation Hierarchy of needs theory  Deficit principle  A satisfied need is not a motivator of behavior  Progression principle  A need at one level does not become activated until the next lower-level need is satisfied Copyright ©2015 John Wiley & Sons, Inc Individual Needs and Motivation ERG theory  Developed by Clayton Alderfer  Three need levels Copyright ©2015 John Wiley & Sons, Inc Motivation and Job Design Job rotation and job enlargement:  Expands job scope  Job rotation  Increases task variety by periodically shifting workers among jobs involving different task assignments  Job enlargement  Increases task variety by combining two or more tasks previously assigned to separate workers  Horizontal loading Copyright ©2015 John Wiley & Sons, Inc Motivation and Job Design Job enrichment  Building more opportunities for satisfaction into a job by expanding its content  Increases job depth by adding work planning duties normally performed by a supervisor Copyright ©2015 John Wiley & Sons, Inc Motivation and Job Design Focuses attention on the extent to which five core job characteristics are present in a job:  Skill variety  Task identity  Task significance  Autonomy  Feedback Copyright ©2015 John Wiley & Sons, Inc Figure 16.6 Job design essentials using the job characteristics model Copyright ©2015 John Wiley & Sons, Inc Motivation and Job Design How to improve core job characteristics:  Form natural units of work  Combine tasks  Establish client relationships  Open feedback channels  Practice vertical loading Copyright ©2015 John Wiley & Sons, Inc Motivation and Job Design Copyright ©2015 John Wiley & Sons, Inc Motivation and Job Design Alternative Work Schedules: Flexible working hours  Any work schedule that gives employees some choice in the pattern of their daily work hours  Core time — all employees must be at work  Flextime — allows employees to schedule around personal and family responsibilities Copyright ©2015 John Wiley & Sons, Inc Motivation and Job Design Potential benefits of flexible working hours:  People have greater autonomy in work scheduling while ensuring maintenance of work responsibilities  Organizations can attract and retain employees who have special non-work responsibilities  Worker morale may be improved Copyright ©2015 John Wiley & Sons, Inc Motivation and Job Design Alternative Work Schedules: Compressed workweek  Allows a full-time job to be completed in less than the standard days of 8hour shifts  Benefits — more leisure time, lower commuting costs, lower absenteeism, and potentially improved performance  Disadvantages — increased fatigue, family adjustment problems, increased scheduling problems Copyright ©2015 John Wiley & Sons, Inc Motivation and Job Design Alternative Work Schedules: Job sharing  One full-time job is split between two or more persons  Potential advantages of job sharing: organizations benefit by employing talented people who are unable/unwilling to commit full-time Copyright ©2015 John Wiley & Sons, Inc Motivation and Job Design Alternative Work Schedules: Telecommuting  A work arrangement that allows a portion of scheduled work hours to be completed outside of the office  Hoteling  Virtual offices Copyright ©2015 John Wiley & Sons, Inc Motivation and Job Design  Potential advantages of telecommuting:  Freedom from  Constraints of commuting  Fixed hours  Special work attire  Direct contact with supervisors  Increased productivity  Fewer distractions  Being one’s own boss  Having more personal time Copyright ©2015 John Wiley & Sons, Inc Motivation and Job Design? Potential disadvantages of telecommuting:        Working too much Having less personal time Difficulty in separating work and personal life Less time for family Feelings of isolation Loss of visibility for promotion Difficulties supervising work-at-home employees from a distance Copyright ©2015 John Wiley & Sons, Inc Motivation and Job Design  Contingency workers  Part-time workers who supplement the full-time workforce, often on a long-term basis  Part-time work  Work done on any schedule less than the standard 40-hour workweek and does not qualify person as a full-time employee Copyright ©2015 John Wiley & Sons, Inc Motivation and Job Design Implications of part-time work:  Provides employers with flexibility in controlling labor costs and dealing with cyclical labor demands  Temporary workers may lack commitment and be less productive  Contingency workers are often paid less and don’t receive important fringe benefits Copyright ©2015 John Wiley & Sons, Inc ... that they have been treated unfairly in comparison to others, they try to eliminate the discomfort and restore a perceived sense of equity to the situation  Perceived inequity  Perceived equity... Needs and Motivation Two-factor theory  Developed by Frederick Herzberg  Hygiene factors:  Elements of the job context  Sources of job dissatisfaction  Satisfier factors:  Elements of the job... Motivation Acquired needs theory  Need for Achievement (nAch)  Desire to something better or more efficiently, to solve problems, or to master complex tasks  People high in (nAch) prefer work that: