Modern Management
9th edition
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 Objectives
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A basic understanding of human motivation
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Insights into various human needs
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An appreciation for the importance of motivating organization
members
An understanding of various motivation strategies
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THE MOTIVATION PROCESS
Defining Motivation
Process Theories of Motivation
The Needs-Goal Theory of Motivation
The Role of Individual Needs
The Vroom Expectancy Theory of Motivation
Motivation and Perceptions
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THE MOTIVATION PROCESS
The needs-goal theory of motivation
Figure 16.1
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THE MOTIVATION PROCESS
Vroom’s expectancy theory of motivation in equation form
Figure 16.2
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THE MOTIVATION PROCESS
Process Theories of Motivation (con’t)
Equity Theory of Motivation
Adams found these reactions to right an inequity:
1. Change work inputs
2. Change compensation
3. Change perception of inequality
4. Quit job
Perceptions of inequities can arise in:
Work assignments
Promotions
Ratings reports
Office assignments
Pay (most often)
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THE MOTIVATION PROCESS
Process Theories of Motivation (con’t)
The Porter-Lawler Theory of Motivation
Consistent with Needs-Goal and Vroom Expectancy theories
but provides a more complete description
The Motivation Process
In addition Porter-Lawler stresses:
1. Perceived value determined by both intrinsic and extrinsic rewards
2. Task accomplishment determined by:
•Perception of requirements to perform task
•Ability to perform task
3. Perceived fairness influences amount of satisfaction
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THE MOTIVATION PROCESS
The Porter-Lawler theory of motivation
Figure 16.3
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THE MOTIVATION PROCESS
Content Theories of Motivation: Human Needs
Maslow’s Hierarchy of Needs
Physiological
Security or safety
Social
Esteem
Self-actualization
Alderfer’s ERG Theory
1. Existence
2. Relatedness
3. Growth
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THE MOTIVATION PROCESS
Maslow’s hierarchy of needs
Figure 16.4
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THE MOTIVATION PROCESS
Content Theories of Motivation: Human Needs
(con’t)
Argyris’ Maturity-Immaturity Continuum
From infant’s
1. State of passivity
2. State of dependence on others
3. Being capable of behaving
only in a few ways
4. Having erratic, casual, shallow,
and quickly dropped interests
5. Having a short time perspective
6. Being in a subordinate position
7. Lack of self-awareness
To adult’s
State of increasing activity
State of relative independence
Being capable of behaving
in many different ways
Having deeper, more lasting interests
Having much longer time perspective
Aspiring to occupy equal / superordinate
Awareness and control over self
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THE MOTIVATION PROCESS
Content Theories of Motivation: Human Needs
(con’t)
McClelland’s Acquired Needs Theory
Need for Achievement (nAch)
Need for Power (nPower)
Need for Affiliation (nAff)
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MOTIVATING ORGANIZATION MEMBERS
The Importance of Motivating
Organization Members
Strategies for Motivating
Organization Members
Managerial Communication
Theory X–Theory Y
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MOTIVATING ORGANIZATION MEMBERS
Unsatisfied needs of organization members resulting in
either appropriate or inappropriate behavior
Figure 16.5
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MOTIVATING ORGANIZATION MEMBERS
Strategies for Motivating
Organization Members (con’t)
Job Design
Earlier Job Design Strategies
Job Rotation
Job Enlargement
Job Enrichment
Hygiene
Motivating
Job Enrichment and Productivity
Flextime
Advantages of Flextime
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MOTIVATING ORGANIZATION MEMBERS
Table 16.1
Herzberg’s Hygiene Factors and Motivators
Dissatisfaction:
Hygiene or Maintenance Factors
Satisfaction:
Motivating Factors
1. Company policy and administration
1. Opportunity for achievement
2. Supervision
2. Opportunity for recognition
3. Relationship with supervisor
3. Work itself
4. Relationship with peers
4. Responsibility
5. Working conditions
5. Advancement
6. Salary
6. Personal growth
7. Relationship with subordinates
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MOTIVATING ORGANIZATION MEMBERS
Needs in Maslow’s hierarchy of needs that
desirable hygiene and motivating factors generally satisfy
Figure 16.6
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MOTIVATING ORGANIZATION MEMBERS
Table 16.2
Advantages and Disadvantages of Using Flextime Programs
Advantages
Improved employee attitude and morale
Accommodation of working parents
Decreased tardiness
Fewer commuting problems—workers can avoid
congested streets and highways
Accommodation of those who wish to arrive at
work before normal workday interruptions begin
Increased production
Facilitation of employees scheduling of medical,
dental, and other types of appointments
Accommodation of leisure-time activities of
employees
Decreased absenteeism
Decreased turnover
Disadvantages
Lack of supervision during some hours of work
Key people unavailable at certain times
Understaffing at times
Problem of accommodating employees whose
output is the input for other employees
Employee abuse of flextime program
Difficulty in planning work schedules
Problem of keeping track of hours worked or
accumulated
Inability to schedule meetings at convenient times
Inability to coordinate projects
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MOTIVATING ORGANIZATION MEMBERS
Strategies for Motivating
Organization Members (con’t)
Behavior Modification
Reinforcement
Positive
Negative
Punishment
Applying Behavior Modification
Feedback system
Other successful behavior modifications are:
1. Giving different rewards according to performance
2. Telling workers what they are doing wrong
3. Punishing workers privately
4. Always giving out earned rewards and punishments
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MOTIVATING ORGANIZATION MEMBERS
Strategies for Motivating
Organization Members (con’t)
Likert’s Management Systems
System 1—Lack of confidence or trust in subordinates
System 2—Condescending master-to servant style confidence and trust
System 3—Substantial confidence
System 4—Complete trust and confidence
Styles, Systems, and Productivity
Monetary Incentives
Nonmonetary Incentives
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MOTIVATING ORGANIZATION MEMBERS
Comparative long-term and short-term effects of
system 1 and system 4 on organizational production
Figure 16.7
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Chapter Sixteen
Questions
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