Chapter 6
MOTIVATION:
INCREASING PRODUCTIVITY
McGraw-Hill/Irwin 2010
Modified by Jackie Kroening 2011
What is Motivation
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Motivation is the willingness to make an effort
toward accomplishment.
Organizational climate is the emotional
weather within an organization that affects
worker morale, attitudes, stress levels, and
communication.
Morale is the overall mood of an individual or
group, based on attitudes and satisfaction.
Parts taken from Human Relations 4ed
What is Motivation
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Extrinsic rewards are intended to
provide motivational incentives.
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Salary
Bonuses
Promotions and praise
High grades in classes
Parts taken from Human Relations 4ed
What is Motivation
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Intrinsic rewards are internal factors
related to the value of work.
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The amount of creativity allowed.
Degree of responsibility.
Satisfaction of helping others.
A work ethic.
A sense of self-identity, self-fulfillment, and
self-worth.
The social value of work.
Social and community roles.
Parts taken from Human Relations 4ed
Need-Based Theories of Motivation
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Assumptions of Maslow’s theory
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Unsatisfied needs motivate or influence a
person’s behavior.
Satisfied needs do not motivate the person’s
behavior.
Needs are arranged by order of importance.
A need in the hierarchy will not be a
motivator until those below it are already
satisfied.
Parts taken from Human Relations 4ed
** Maslow’s Hierarchy of Needs **
Self-actualization needs
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Esteem needs
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Need to live up to one’s
fullest and unique potential
Need for self-esteem,
achievement, competence,
and independence; need for
recognition and respect from others
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Belongingness and love needs
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Need to love and be loved, to belong
and be accepted; need to avoid
loneliness and alienation
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Safety needs
Need to feel that the world is organized and
predictable; need to feel safe, secure, and stable
Physiological needs
Parts taken from Human Relations 4ed
Need to satisfy hunger and thirst
begins at the base with
physiological needs that
must be satisfied first
then higher-level safety
needs become active
that must be satisfied
then belonging needs
become active
beyond this lies esteem
needs
beyond this lies the need
to actualize one’s full
unique potential
Need-Based Theories of Motivation
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Alderfer’s ERG theory
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Existence needs: Physical well-being as a
human.
Relatedness needs: Part of esteem needs
that are external or socially fulfilling.
Growth needs: Internal esteem needs.
Frustration-regression principle: People
who fail to reach a higher need level
become frustrated, regress to a lower
need level, and stay there for some time.
Parts taken from Human Relations 4ed
Need-Based Theories of Motivation
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McClelland’s Manifest Needs theory - All
people have needs that motivate them in
life and on the job.
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Power needs - Desired by individuals who
want to control and influence other people.
Affiliation needs - Occur in people who want to
be accepted and liked by others.
Achievement needs - Occur in people who are
goal oriented and take personal responsibility
for achievements.
Parts taken from Human Relations 4ed
Need-Based Theories of Motivation
Herzberg’s Two-Factor Theory
Parts taken from Human Relations 4ed
Need-Based Theories of Motivation
Parts taken from Human Relations 4ed
Need-Based Theories of Motivation
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Job enrichment as a motivator
Factors necessary for job enrichment
to be effective:
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Skill variety - The opportunity and ability
to use different skills in one’s position at
work.
Task identity - Worker’s perception of
the meaningfulness of a job.
Parts taken from Human Relations 4ed
Need-Based Theories of Motivation
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Task significance - Worker’s perception
that the task directly affects other people’s
work or lives.
Autonomy - Ability to act and make self
decisions without undue interference from
management.
Feedback- Allows individuals to know how
well they are performing.
Parts taken from Human Relations 4ed
Need-Based Theories of Motivation
HackmanOldham Job
Enrichment
model
Parts taken from Human Relations 4ed
Behavior-Based Theories of Motivation
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Expectancy theory
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Parts taken from Human Relations 4ed
Developed by Victor Vroom.
Explains human behavior in
terms of people’s goals,
choices, and the expectation
that goals will be reached.
Its main concepts are
expectancy, instrumentality,
and valence.
Behavior-Based Theories of Motivation
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Expectancy - Efforts would result in
better performance.
Instrumentality - Something good (or
bad) comes from an increase in effort.
Valence - The value a person places on
a reward.
Parts taken from Human Relations 4ed
Reinforcement Theory and Behavior
Modification
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Reinforcement theory explains human
behavior in terms of repetition.
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Behavior that is rewarded enough times is
repeated.
Behavior that repeatedly receives no
reward will probably discontinue.
The process of changing behavior because
of a reward, or a lack of reward, is called
behavior modification.
Parts taken from Human Relations 4ed
Reinforcement Theory and Behavior
Modification
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Goal setting allows employees to set their
own goals.
Employees’ commitment to goals increase by:
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Participation in the goal-setting process.
Setting up challenging goals that are attainable,
specific, and attractive.
Providing feedback.
Rewarding employees.
Reinforcement and values help improve the
feelings of value and worth in employees.
Parts taken from Human Relations 4ed
Motivation and Self-Esteem
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Self-esteem and job performance
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Low self-esteem keeps an individual from
making risky decisions when job calls for
creativity in decision making.
Person with low self-esteem may perform
at exactly the level where others expect
performance to be, so as not to threaten
others’ values.
Parts taken from Human Relations 4ed
Strategies for Success
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Applying McClelland’s theory: Take a look at
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Your needs.
What you want in life.
How the need areas apply in workplace.
Changing your behavior:
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Change a behavior or bad habit.
Take small steps to reach your goal.
Find a small reward to motivate you.
Reward yourself to reinforce the desired behavior.
Parts taken from Human Relations 4ed