Chapter 16
Motivation
The Concept of Motivation
• Motivation - the arousal, direction, and
persistence of behavior
• Forces either intrinsic or extrinsic to a person
that arouse enthusiasm and persistence
• Employee motivation affects productivity
• A manager’s job is to channel motivation toward
the accomplishment of goals
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16.1 A Simple Model of
Motivation
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Content Perspectives
on Motivation
If managers understand employees’ needs, they
can design appropriate reward systems
 Needs motivate people
 Needs translate into an internal drive that motivates
behavior
 People have a variety of needs
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16.2 Maslow’s Hierarchy of
Needs
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ERG Theory
 Existence needs - the needs for physical
well-being
 Relatedness needs - the needs for
satisfactory relationships with others
 Growth needs - the needs that focus on the
development of human potential and the
desire for personal growth
frustration–regression principle: failure to meet a high-order need may
cause a regression to an already satisfied lower-order need
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16.4 Herzberg’s Two-Factor
Theory
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Acquired Needs
 Need for achievement
 Need for affiliation
 Need for power
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Process Perspectives
on Motivation
How people select behavioral actions
 Goal Setting Theory
 Equity Theory
 Expectancy Theory
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Goal Setting Theory
• Increase motivation by setting goals
• Key components of the theory:
» Goal specificity
» Goal difficulty
» Goal acceptance
» Feedback
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Equity Theory
• Individual perceptions of fairness
• Perceived inequity can be reduced by:
» Changing work effort
» Changing outcomes
» Changing perception
» Leaving the job
• Inequity occurs when the input-to-outcome
ratios are out of balance
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Expectancy Theory
• Motivation depends on individuals’
expectations about their ability to perform
tasks and receive desired rewards
• E – P: putting effort into a given task will lead to
high performance
• P – O: successful performance of a task will
lead to the desired outcome
• Valence – the value or attraction an individual
has for an outcome
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16.5 Major Elements of
Expectancy Theory
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Reinforcement Perspective
on Motivation
Behavior Modification
Reinforcement theory
techniques used to
modify behavior
Reinforcement
An act that causes a
behavior to be
repeated or inhibited
Law of Effect
Positively reinforced
behavior tends to be
repeated and
unreinforced behavior
inhibited
Positive Reinforcement
Pleasant and rewarding
consequences
following a desired
behavior
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16.6 Changing Behavior
with Reinforcement
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Social Learning Theory
Individual’s motivation can result from thoughts,
beliefs, and observations
– Vicarious learning – observational learning from
seeing others’ behaviors and rewards
– Self-reinforcement – motivating yourself by reaching
goals and providing positive reinforcement for yourself
– Self-efficacy – belief about your own ability to
accomplish tasks
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Job Design for Motivation
 Job Simplification
 Job Rotation
 Job Enlargement
 Job Enrichment
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Innovative Ideas for Motivating
• Organizations are using various types of incentive
compensation to motivate employees to higher
levels of performance
• Variable compensation is a key motivational tool
• Incentive plans can backfire
– They should be combined with motivational ideas and
intrinsic rewards
• Incentives should reward the desired behavior
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16.8 New Motivational
Compensation Programs
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Empowering People to
Meet Higher Needs
Employees receive information about
company performance
Employees have knowledge and skills to
contribute to company goals
Employees have the power to make
substance decisions
Employees are rewarded based on company
performance
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16.9 A Continuum of
Empowerment
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Giving Meaning to Work
through Engagement
• Instill a sense of support and meaning
• Help employees obtain intrinsic reward
• Focus on learning, contribution, and growth
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