Chapter 3
Motivating People
Purpose and Overview
• Purpose
– To understand how individuals are motivated
to perform effectively
• Overview
– Motivation and Management
– Content Perspectives
– Process Perspectives
– Motivational Problems
– Overall Assessment
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Motivation and Management
• Motivation
– When one is energized to perform a task
• Focus
– Emotional or cognitive state separate from
action
– Distinguishes motivation from performance
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Motivation and Management
• Myths About Motivation
– Motivated workers are more productive
– Some people are motivated, others are not
– Motivation can be mass produced
– Money makes the world go 'round
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Motivation and Management
• Manager’s Role
– Assessing their employees' motivation
– Leading to alter conditions to increase
motivation
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Content Perspectives
• Focus
– Needs and need deficiencies
– Unmet needs create a state of disequilibrium
within an individual
– Individual seeks to fulfill unmet needs
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Content Perspectives
• Maslow’s Need
Hierarchy
– Five needs must be
met sequentially
– If basic needs are
not met individual
seeks to fulfill only
them
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Content Perspectives
• Alderfer’s ERG Three-Level Hierarchy
Theory
– Existence
– Relatedness
– Growth
• More than one need can motivate behavior
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Content Perspectives
• Herzberg’s Two-Factor Theory
– Motivators
– Hygiene factors
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Content Perspectives
• McClelland’s Three Needs Theory
– Achievement
– Power
– Affiliation
• All three needs are acquired
• Learned through life experiences
• Evolve from one's background and
environment
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Content Perspectives
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Process Perspectives
• Focus
– Context in which work is done
– Individual's reactions – especially thoughts
and feelings – to work
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Process Perspectives
• Equity Theory
– Individuals value and seek fairness
– Outcomes proportionate to perceived
contributions
– Evaluate fairness by comparing themselves to
others
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Process Perspectives
• Vroom’s Expectancy Theory
– People are rational decision makers
– People expend effort for desired rewards
– People know what rewards they desire
– People know that performance determines
rewards they attain
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Process Perspectives
• Vroom’s Expectancy Theory – Three Levels
– Job outcomes
– Valences
– Instrumentality
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Process Perspectives
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Process Perspectives
• Skinner’s Reinforcement Theory
– Stimulus
– Response
– Consequence
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Process Perspectives
• Locke’s Goal-Setting Theory
– Goals direct people's attention, focus effort,
and encourage persistence
– Difficult goals inspire greater motivation
– Provides guidance on how much effort to
expend
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Process Perspectives
• Use caution when applying motivational
theories to professionals!
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Process Perspectives
• Motivating Physicians
– Must see that their behavior needs to change
– Provide frequent feedback at precise intervals
to sustain new behaviors
– Feedback must be usable, consistent, correct,
and varied
– Don’t portray feedback as "good" or "bad"
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Process Perspectives
• Process theories have limitations
• Guidelines for managers
– Set goals at hiring or performance evaluations
– Establish expectations and consequences
– Check perceptions of fairness periodically
– Reinforce according to performance
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Motivational Problems
• Causes
– Inadequate
performance
definition
– Impediments to
performance
– Inadequate
performancereward linkages
• Symptoms
– Apathy
– Low-quality work
– Complaints from
supervisors and
patients
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Motivational Problems
• Potential Solutions
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