Module 11 – Motivation
Chapter 10
Learning Objectives
LO 1 Identify the kinds of behaviors managers need to
motivate people
LO 2 List principles for setting goals that motivate
employees
LO 3 Summarize how to reward good performance
effectively
LO 4 Describe the key beliefs that affect peoples’
motivation
10-2
Learning Objectives (cont.)
LO 5 Discuss ways in which people’s individual needs
affect their behavior
LO 6 Define ways to create jobs that motivate
LO 7 Summarize how people assess fairness and how to
achieve it
LO 8 Identify causes and consequences of a satisfied
workforce
Office Space TPS Reports
10-3
Motivation
• Definition
• Caveats
People Skills
Office Space Interview
Motivation Process
Needs
Satisfied??
Behavior
Goals
Theory X
•
•
•
•
•
Inherent dislike of work
Job less important than $$$$
Self-centered
Follow, don’t lead
No self-direction, self-control
Traditional View
But sometimes…..
2 schools of thought
• Content theories
– It’s (almost) all within
• Process theories
– It’s (almost) all the environment
Content theories
• Overview
– External environment plays a role
– Primary needs
– Secondary needs
• Maslow
• Alderger
• McClelland
Maslow’s Need Hierarchy
• “Ego” also known as
“esteem”
10-15
Alderfer’s ERG Theory
• Definition
• Existence needs
• Relatedness needs
• Growth needs
10-16
McClelland’s Needs
• Need for achievement
– strong orientation toward accomplishment and an
obsession with success and goal attainment
• Need for affiliation
– reflects a strong desire to be liked by other people
• Need for power
– a desire to influence or control other people
10-17
Process theories
• Herzberg
– See text
• Expectancy Theory
– Equity Theory
– “There is nothing so practical as a good theory”
Expectancy Theory
• Major components
– Choice
– Expectancy
– Instrumentality
– Valence (preferences)
Porter and Lawler
Porter and Lawler
Porter-Lawler Expectancy Theory
EXPECTANCY
Ability
Extrinsic
VALENCE
INSTRUMENTALITY
Motivation
Effort
Performance
Resources
Satisfaction?
Intrinsic
Satisfaction is relative……..
• Equity theory
10-24
Satisfaction is relative……..
• Best paid player in
NFL
• Offered $7-$10m,
$20m guaranteed
• Demanded $13m,
$35m guaranteed
Assumption #1
Assumption #2
Assumption #3
Assumption #4
Managerial Implications of
Expectancy Theory
1. Increase expectancies
2. Identify positively valent outcomes
3. Make performance instrumental toward
positive outcomes
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Key Extensions
• Intrinsic
– long lasting
– more effective
• Extrinsic:
– High valence
– Based on identifiable, recognizable criteria
• Performance is measurable
• Understandable
– Sufficient variation in magnitude
Summary
•
•
•
•
Can’t motivate anyone
Create environment allowing self-motivation
Offer freedom, discretion, autonomy
Motivation can overcome skill deficits
You and the environment (non-green)
• Goal-setting theory
And then you……
• Reinforcement theory
– See text
– Schedule of reinforcement
And then you……
• Job enrichment
And now…………
• The way it used to be........
Job Rotation, Enlargement, and
Enrichment
• Job enrichment
– Fundamental change
• Job rotation
– Changing from one routine task to another to
alleviate boredom
• Job enlargement
– Giving people additional tasks at the same time to
alleviate boredom.
10-38