Chapter 13
Motivation
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MGMT7
13-1 explain the basics of motivation
13-2 use equity theory to explain how employees’ perceptions of fairness
affect motivation
13-3 use expectancy theory to describe how workers’ expectations about
rewards, effort, and the link between rewards and performance
influence motivation
13-4 explain how reinforcement theory works and how it can be used to
motivate
13-5 describe the components of goal-setting theory and how managers
can use them to motivate workers
13-6 discuss how the entire motivation model can be used to motivate
workers
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Motivation Is…
The set of forces that initiates, directs,
and makes people persist in their efforts
to accomplish a goal.
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The Basics of Motivation
• Effort and performance
• Need satisfaction
• Extrinsic and intrinsic rewards
• How to motivate with the basic model of
motivation
13-1
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Effort and Performance
Job Performance =
Motivation x Ability x Situational Constraints
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13-1
Need Satisfaction
•
Needs
– the physical or psychological requirements that must be
met to ensure survival and well-being
•
•
•
•
13-1
A person’s unmet need creates an uncomfortable,
internal state of tension that must be resolved.
People are motivated by unmet needs
Managers must learn what those unmet needs are,
and address them.
Once a need is met, it no longer motivates.
© 2014 Cengage Learning
Predictions of Need Theories
•
Maslow
– needs are arranged in a hierarchy from low to high; people
are motivated by their lowest unsatisfied needs
•
Alderfer
– people can be motivated by more than one need at a time
•
McClelland
– the degree to which particular needs motivate varies from
person to person
13-1
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“What Leads to Effort?”
• Higher-order needs will not motivate as
long as lower-order needs remain
unsatisfied.
• It’s difficult to predict which higher-order
needs will motivate employees’ behavior.
• The relative importance of the various
needs may change over time.
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13-1
Extrinsic and Intrinsic Rewards
• Extrinsic rewards
– tangible and visible to others and are given
to employees contingent on the
performance of specific tasks or behaviors
• Intrinsic rewards
– the natural rewards associated with
performing a task or activity for its own
sake
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13-1
Motivating with the Basics
• Start by asking people what their needs
are
• Satisfy lower-order needs first
• Expect peoples needs to change
• As needs change and lower-order needs
are satisfied, create opportunities for
employees to satisfy higher-order needs
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13-1
Equity Theory
People will be motivated at work when
they perceive that they are being treated
fairly. In particular, equity theory stresses
the importance of perceptions.
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13-2
Forms of Inequity
• Underreward
– when you are getting fewer outcomes
relative to your inputs than the referent
• Overreward
– when you are getting more outcomes
relative to your inputs than the referent
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13-2
Reacting to Inequity
• Decreasing or withholding inputs
• Increasing outcomes
• Rationalize or distort inputs to outcomes
• Changing the referent
• Employees may leave
13-2
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Motivating with Equity Theory
• Start by looking for and correcting
major inequities
• Reduce employees’ inputs
• Make sure decision-making processes
are fair
– distributive justice
– procedural justice
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13-2
Components of Expectancy Theory
Motivation = Valence x Expectancy x
Instrumentality
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13-3
Motivating with Expectancy Theory
•
Systematically gather information to find out
what employees want from their jobs
•
Take specific steps to link rewards to
individual performance in a clear and
understandable way
•
Empower employees to make decisions if
management really wants them to believe that
their hard work and effort will lead to good
performance
© 2014 Cengage Learning
13-3
Reinforcement Theory
Behavior is a function of its consequences,
behaviors followed by positive consequences
will occur more frequently, and behaviors
followed by negative consequences, or not
followed by positive consequences, will occur
less frequently.
•Reinforcement
•Reinforcement contingencies
•Schedule of reinforcement
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13-4
Components of
Reinforcement Theory
• Positive reinforcement
• Negative reinforcement
• Punishment
• Extinction
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13-4
Schedules for Delivering
Reinforcement
• Continuous
• Intermittent
– fixed interval
– variable interval
– fixed ratio
– variable ratio
13-4
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Motivating with Reinforcement
Theory
• Identify, measure, analyze, intervene,
evaluate
• Don’t reinforce the wrong behaviors
• Correctly administer punishment at the
appropriate time
• Choose the simplest and most effective
schedule of reinforcement
13-4
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Components of Goal-Setting Theory
• Goal specificity
• Goal difficulty
• Goal acceptance
• Performance feedback
13-5
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Motivating with Goal-Setting Theory
• Assign employees specific, challenging
goals
• Make sure workers truly accept
organizational goals
• Provide frequent, specific, performancerelated feedback
© 2014 Cengage Learning
13-5