Management by hitt back porter CH12

Chapter 12 Motivation PowerPoint slides by R Dennis Middlemist Colorado State University Learning Objectives After studying this chapter, you should be able to:   Analyze the motivational forces present in a specific situation Differentiate between the various content and process theories of motivation and indicate how each can be helpful in analyzing a given motivational situation ©2005 Learning Objectives After studying this chapter, you should be able to:   Explain how job enrichment can influence an employee's motivation Compare and contrast the various approaches to reinforcement and describe their relative advantages and disadvantages for use by managers ©2005 Learning Objectives After studying this chapter, you should be able to:    State how goal setting can affect motivation Name the major types of social influence on employees' motivation and explain how each type can impact motivation Describe how values and attitudes toward work can influence motivation ©2005 What is Motivation?  Motivation  Set of forces  Energize behavior  Direct behavior  Sustain behavior  External and internal forces ©2005 Sources of Motivation INTERNAL (PUSH FORCES) Characteristics of THE INDIVIDUAL (examples) Needs  For security  For self-esteem  For achievement  For power EXTERNAL (PULL FORCES) Characteristics of Characteristics of THE WORK SITUATION THE JOB (examples) (examples) Feedback Immediate Social Environment  Amount  Timing  Supervisor(s)  Workgroup members  Subordinates Work load Attitudes  About self  About job  About supervisor  About organization Goals  Task completion  Performance level Organizational actions  Rewards & compensation  Availability of training  Pressure for high levels of output Tasks  Variety  Scope Discretion  How job is performed  Career advancement ©2005 Adapted from Exhibit 12.1: Key Variables that Influence Motivation Motivation Theories Content Theories Focus  Personal needs that workers Theories  Maslow’s Need Hierarchy  McClelland’s Acquired attempt to satisfy  Features in the work environment that satisfy a worker’s needs Need Theory  Herzberg’s Two-Factor Theory ©2005 Process Theories  How different variables can combine to influence the amount of effort put forth by employees  Equity Theory  Expectancy Theory Adapted from Exhibit 12.2: Motivation Theories Content Theories of Motivation  Internal factors  Needs  Motives  External factors  Job  Work situation  Maslow’s Need Hierarchy and Alderfer’s ERG Theory  McClelland’s Acquired Needs Theory  Herzberg’s Two-Factor Theory ©2005 Content Theories of Motivation Need Hierarchy  Five needs arranged in a hierarchy of strength and influence  Physiological  Security (safety  Social (belongingness  Esteem  Self-actualization  Satisfy most basic (prepotent) needs first  Move to the next level of needs after preceding needs is satisfied ©2005 Content Theories of Motivation ERG Theory  Three classifications of needs  Existence  Relatedness  Growth  Different levels of the needs can be active at the same time  Person may stay at one level, if frustrated by trying to attain the next higher level 10 ©2005 Process Theories of Motivation Expectancy Theory  To influence employees’ motivation  Identify rewards that are valued  Strengthen subordinates’ beliefs that their efforts will lead to valued rewards  Clarify subordinates’ understanding of exactly where they should direct their efforts  Make sure that the desired rewards under your control are given directly following particular levels of performance  Provide levels and amounts of rewards that are consistent with a realistic level of expected rewards 25 ©2005 Process Theories of Motivation Social Cognitive Theory  Self-efficacy: A person’s confidence that he or she can accomplish a given task in a specific situation  Magnitude (how difficult a task can be accomplished)  Strength (certainty of accomplishment),  Generality (extent to which similar but not identical tasks can be accomplished)  High self-efficacy beliefs is associated with better work-related performance 26 ©2005 Self-efficacy Enactive Mastery Vicarious Learning Self-efficacy Verbal Persuasion 27 ©2005 Physiological or Psychological Arousal Adapted from Exhibit 12.10: Social Cognitive Theory: Methods to Increase an Individual’s Feelings of Selfefficacy Process Theories of Motivation Goal-Setting Theory  Human action is directed by conscious goals and intentions  More challenging (higher or harder) goals, if accepted, result in higher levels of effort than easier goals  Specific goals result in higher levels of effort than vague goals 28 ©2005 Role of Reinforcements and Consequences  Events that happen to an individual following a particular behavior  Positive consequence  Neutral consequence  Negative consequence  Magnitude of the consequence 29 ©2005 Strengthening Behavior Positive Reinforcement  Rewards that increase the likelihood of behavior being repeated in the future  Equitable  Efficient  Available (capable of being given)  Not exclusive  Visible  Reversible 30 ©2005 Strengthening Behavior Negative Reinforcement  Undesirable consequences that, by being removed or avoided, increase the likelihood of a behavior being repeated in the future 31 ©2005 Weakening Behavior Punishment and Extinction  Punishment  Undesirable consequences that are given following behavior in order to decrease the likelihood it will be repeated  Can have inadvertent effects of increasing other undesired behavior  Extinction  The absence of positive consequences for behavior, lessening the likelihood of that behavior in the future 32 ©2005 Reinforcement Approaches Reinforcement Approach Managerial Action Positive reinforcement Provide desirable Increase probability Highway construction consequence of behavior being supervisor receives bonus for repeated each day a project is completed ahead of schedule Remove Negative reinforcement undesirable consequence Punishment 33 ©2005 Provide undesirable consequence Effect Example Increase probability Management stops raising of behavior being output quotas each time repeated workers exceed them Decrease probability Habitually tardy crew member of behavior being is fined the equivalent of one repeated hour’s pay each day he is late to work Adapted from Exhibit 12.11: Reinforcement Approaches and Their Effects Reinforcement Approaches 34 Reinforcement Approach Managerial Action Extinction Remove desirable Decrease probability Group member stops making consequence of behavior being unsolicited suggestions when repeated team leader no longer mentions them in group meetings ©2005 Effect Example Adapted from Exhibit 12.11: Reinforcement Approaches and Their Effects Planned Programs of Positive Reinforcement Specify desired performance precisely Measure desired behaviors Provide frequent positive consequences for specified behaviors Evaluate the effectiveness of the program 35 ©2005 Social Influences on Motivation  Influence of the immediate workgroup  Individual is a member of the “in- group”  Individual has strong desire to be part of that group and to receive that group’s approval  Influence of supervisors and subordinates  Influence of organization’s culture 36 ©2005 Influence of Values and Attitudes Toward Work  Values  Affect what kinds of behaviors individuals will find rewarding and satisfying  Attitudes toward work  Work centrality  Degree of general importance that working has in the life of an individual at a point in time  Differs between cultures 37 ©2005 Differences in Core Values Core Values American Japanese Competition Group harmony Reputation Risk-taking Belonging Material possessions Arabic Family security Religious belief Social recognition Freedom 38 ©2005 Adapted from Exhibit 12.12: Differences in Core Values among Three Cultures Work Centrality: Country Differences Germany (4.29) Israel (4.89) Japan (5.2) United States (4.79) Work Centrality 39 ©2005 Adapted from Exhibit 12.13: Work Centrality: Country Differences ... the day, whether at the office, at home, or on the road Feedback from job The degree to which carrying out the work activities required by the job provides the individual with direct and clear information... FORCES) Characteristics of Characteristics of THE WORK SITUATION THE JOB (examples) (examples) Feedback Immediate Social Environment  Amount  Timing  Supervisor(s)  Workgroup members  Subordinates... Process Theories  How different variables can combine to influence the amount of effort put forth by employees  Equity Theory  Expectancy Theory Adapted from Exhibit 12.2: Motivation Theories