Behavior in organizations 10th by greenberg chapter07

Motivation in Organizations Chapter Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 7-1 Learning Objectives Define motivation and explain its importance in the field of organizational behavior Describe need hierarchy theory and the motivational-fit approach, noting what each suggests about how to improve motivation in organizations Identify and explain the conditions through which goal setting can be used to improve job performance Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 7-2 Learning Objectives Describe equity theory and how it may be applied to motivating people in organizations Describe expectancy theory and how it may be applied in organizations Distinguish among job enlargement, job enrichment, and the job characteristics model as techniques for motivating employees Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 7-3 Motivation The set of processes that arouse, direct, and maintain human behavior toward attaining some goal Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 7-4 Motivation Components Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 7-5 Motivation Key Points  Motivation and job performance are not synonymous  Motivation in multifaceted  People are motivated by more than just money Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 7-6 Need Hierarchy Theory (Maslow) Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 7-7 Motivational Fit Approach Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 7-8 Goal Setting Theory Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 7-9 Goal Setting Guidelines  Assign specific goals  Assign difficult, but acceptable, performance goals • Vertical stretch goals • Horizontal stretch goals  Provide feedback on goal attainment Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 7-10 Equity Theory Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 7-11 Equity Theory Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 7-12 Managerial Implications  Avoid underpayment  Avoid overpayment  Be honest and open with employees Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 7-13 Expectancy Theory Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 7-14 Other Job Performance Determinants  Skills and abilities  Role perceptions  Opportunities to perform Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 7-15 Managerial Implications  Clarify people’s expectancies that effort will lead to performance  Administer rewards that are positively valent to employees  Clearly link valued rewards and performance Incentive stock option Copyright â 2011 Pearson Education, Inc Publishing as Prentice Hall 7-16 Structuring Interesting Jobs Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 7-17 Job Characteristics Model Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 7-18 Managerial Implications Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 7-19 This work is protected by United States copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning Dissemination or sale of any part of this work (including on the World Wide Web) will destroy the integrity of the work and is not permitted The work and materials from it should never be made available to students except by instructors using the accompanying text in their classes All recipients of this work are expected to abide by these restrictions and to honor the intended pedagogical purposes and the needs of other instructors who rely All rights reserved No part of this publication may be reproduced, stored in a on these materials retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the publisher Printed in the United States of America Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 7-20 ... motivating employees Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 7-3 Motivation The set of processes that arouse, direct, and maintain human behavior toward attaining some... 7-2 Learning Objectives Describe equity theory and how it may be applied to motivating people in organizations Describe expectancy theory and how it may be applied in organizations Distinguish... 7-16 Structuring Interesting Jobs Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 7-17 Job Characteristics Model Copyright © 2011 Pearson Education, Inc Publishing as Prentice