Management
Chapter 12
Motivating for high Performance
Motivation and Performance
• Motivation
–The willingness to achieve organizational
objectives.
• Motivation Process
–Employees go from need to motive to behavior to
consequence to satisfaction or dissatisfaction.
12–2
How Motivation Affects Performance
• Expectations, Motivation, and Performance
–Self-fulfilling prophecy
• “If you believe you can, or if you believe you can’t, then
you are right”—Henry Ford
• If you think you will be successful, then you will be.
• The Performance Formula
–Performance = Ability x Motivation x Resources
• For maximum performance levels, all three factors must
be high.
12–3
Major Motivation Theories
Content Motivation
Theories
Major Motivation
Theories
Process Motivation
Theories
Reinforcement
Theory
12–4
Motivation: Content Theories
• Content Motivation Theories
–Focus on identifying and understanding
employees’ needs.
• Hierarchy of needs theory
• ERG theory
• Two-factor theory
• Acquired needs theory
12–5
Maslow’s Hierarchy of Needs Theory
• Hierarchy of Needs
– Only unmet needs motivate.
– People’s needs are arranged in order of importance for basic
to complex.
• Satisfaction of lower level needs precedes satisfaction of
higher levels needs.
– There are five classifications of needs:
• Physiological Needs: These are people’s primary or basic needs: air,
food, shelter, etc.
• Safety Needs: Once the physiological needs are met, the individual
is concerned with safety and security.
• Social Needs: After establishing safety, people look for love,
friendship, acceptance, and affection.
• Esteem Needs: They include status, self-respect, recognition, and a
feeling of self-confidence and prestige.
• Self-Actualization Needs: These include developing one’s full
potential through growth, achievement, and advancement.
12–6
How Managers
Motivate with
Maslow’s Hierarchy of
Needs Theory
Exhibit 12–2
12–7
Alderfer’s ERG Theory
• ERG theory
–Proposes that employees are motivated by three
needs:
• Existence: physiological and safety needs.
• Relatedness: social needs.
• Growth: esteem and actualization.
–Needs can be active on more than one level at the
same time.
• Starving actor: being hungry and wanting fame and
fortune.
12–8
TWO factors Theory
Two-Factor Theory
• Herzberg’s Two-factor theory proposes that employees are motivated by
motivators rather than maintenance factors.
– Maintenance factors are also called hygiene motivators because motivation
comes from outside the job itself; they include pay, job security, title;
working conditions; fringe benefits; and relationships.
– Motivators are called intrinsic motivators because motivation comes from
the work itself’ they include achievement, recognition, challenge, and
advancement.
• Herzberg Two continuums exist: not dissatisfied with the environment
(maintenance) to dissatisfied, and satisfied with the job itself (motivators)
to not satisfied.
• Herzberg contended that providing maintenance factors will keep
employees from being dissatisfied, but it will not make them satisfied or
motivate them.
12–9
Herzberg’s Two-Factor Theory
Exhibit 12–3
12–10
McClelland’s Acquired Needs Theory
• Acquired Needs Theory
–Proposes that employees are motivated by their
need for achievement, power, and affiliation.
• Need for Achievement (n Ach): the desire for
responsibility and accomplishment.
• Need for Power (n Ach): the desire to control the
situation and influence others.
• Need for Affiliation (n Aff): the tendency to be liked
and to seek close relationship with others.
12–11
A Comparison
of Four
Content
Motivation
Theories
Exhibit 12–4
12–12
Motivation: Process Theories
• Process Motivation Theories
–Focus on understanding how employees choose
behavior to fulfill their needs.
• Equity theory
• Goal-setting theory
• Expectancy theory
12–13
Adams’s Equity Theory
• Equity Theory
–Proposes that employees are motivated when their
perceived inputs equal outputs.
–People compare their inputs (contributions to the
organization) and outputs (rewards) to that of
relevant others and conclude that they are:
• Underrewarded
• Overrewarded
• Equitably rewarded
12–14
Goal-Setting Theory
• Goal-Setting Theory
–Proposes that achievable but difficult goals
motivate employees, leading to higher levels of
motivation and performance.
• Goals provide an attractive challenge to high-performing
individuals who have a strong need for achievement.
• Goals provide a sense of purpose—why we are working
to accomplish a given task.
• Goals require action plans to achieve goals and
measure progress.
12–15
Vroom’s Expectancy Theory
• Expectancy Theory
–Proposes that employees are motivated when they
believe they can accomplish the task and the
rewards for doing so are worth the effort.
–Motivation = expectancy x valence
• Expectancy: the person’s perception of his or her ability
to accomplish an objective.
• Valence: the value the person places on the outcome or
reward for his or her performance.
12–16
Reinforcement Theory
• Reinforcement Theory
–Proposes that through the consequences for
behavior employees will be motivated to behave in
predetermined ways.
Stimulus
Responding
Behavior
Consequences of
Behavior
(Reinforcement)
12–17
Types of Reinforcement
• Positive Reinforcement
–Encouraging continued behavior by offering
attractive consequences (rewards) for desirable
performance.
• Avoidance Reinforcement (Negative
Reinforcement)
–Encouraging continued desirable behavior to
avoid a negative consequence.
12–18
Types of Reinforcement (cont’d)
• Extinction
–Discouraging undesirable behavior by withholding
reinforcement when the behavior occurs.
• Punishment
–Providing an undesirable consequence for the
undesirable behavior.
12–19
Schedules of Reinforcement
• Continuous Reinforcement
–Each and every desirable behavior is reinforced.
• Intermittent Reinforcement Schedules
–Time-based
• Fixed interval
• Variable interval
–Output-based
• Fixed ratio
• Variable ratio
12–20
Giving Praise
1. Tell the employee exactly
what was done correctly.
2. Tell the employee why the
behavior was important.
3. Stop for a moment of
silence.
4. Encourage repeat
performance.
Model 12–1
12–21
The Motivation
Process with the
Motivation
Theories
Exhibit 12–6
12–22