motivation theory.ppt

ninth edition

STEPHEN P. ROBBINS

PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama

MARY COULTER

© 2007 Prentice Hall, Inc. © 2007 Prentice Hall, Inc. All rights reserved.All rights reserved.

Motivating Motivating EmployeesEmployees

ChapterChapter

1616

© 2007 Prentice Hall, Inc. All rights reserved. 16–2

What Is Motivation?What Is Motivation?• MotivationMotivation

Is the result of an interaction between the person and Is the result of an interaction between the person and a situation; it is not a personal trait.a situation; it is not a personal trait.

Is the process by which a person’s efforts are Is the process by which a person’s efforts are energized, directed, and sustained towards attaining energized, directed, and sustained towards attaining a goal.a goal. Energy:Energy: a measure of intensity or drive. a measure of intensity or drive. Direction:Direction: toward organizational goals toward organizational goals Persistence:Persistence: exerting effort to achieve goals. exerting effort to achieve goals.

Motivation works best when individual needs are Motivation works best when individual needs are compatible with organizational goals.compatible with organizational goals.


Early Theories of MotivationEarly Theories of Motivation• Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs

• MacGregor’s Theories X and YMacGregor’s Theories X and Y

• Herzberg’s Two-Factor TheoryHerzberg’s Two-Factor Theory


Early Theories of MotivationEarly Theories of Motivation• Maslow’s Hierarchy of Needs TheoryMaslow’s Hierarchy of Needs Theory

Needs were categorized as five levels of lower- to Needs were categorized as five levels of lower- to higher-order needs.higher-order needs. Individuals must satisfy lower-order needs before they can Individuals must satisfy lower-order needs before they can

satisfy higher order needs.satisfy higher order needs. Satisfied needs will no longer motivate.Satisfied needs will no longer motivate. Motivating a person depends on knowing at what level that Motivating a person depends on knowing at what level that

person is on the hierarchy.person is on the hierarchy. Hierarchy of needsHierarchy of needs

Lower-order (external): physiological, safetyLower-order (external): physiological, safety Higher-order (internal): social, esteem, self-actualizationHigher-order (internal): social, esteem, self-actualization


Exhibit 16–1Exhibit 16–1 Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs


Early Theories of Motivation (cont’d)Early Theories of Motivation (cont’d)• McGregor’s Theory X and Theory YMcGregor’s Theory X and Theory Y

Theory XTheory X Assumes that workers have little ambition, dislike work, avoid Assumes that workers have little ambition, dislike work, avoid

responsibility, and require close supervision.responsibility, and require close supervision. Theory YTheory Y

Assumes that workers can exercise self-direction, desire Assumes that workers can exercise self-direction, desire responsibility, and like to work.responsibility, and like to work.

Assumption:Assumption: Motivation is maximized by participative decision making, Motivation is maximized by participative decision making,

interesting jobs, and good group relations.interesting jobs, and good group relations.


Early Theories of Motivation (cont’d)Early Theories of Motivation (cont’d)• Herzberg’s Motivation-Hygiene TheoryHerzberg’s Motivation-Hygiene Theory

Job satisfaction and job dissatisfaction are created by Job satisfaction and job dissatisfaction are created by different factors.different factors. Hygiene factors:Hygiene factors: extrinsic (environmental) factors that extrinsic (environmental) factors that

create job dissatisfaction.create job dissatisfaction. Motivators:Motivators: intrinsic (psychological) factors that create job intrinsic (psychological) factors that create job

satisfaction.satisfaction.

Attempted to explain why job satisfaction does not Attempted to explain why job satisfaction does not result in increased performance.result in increased performance. The opposite of satisfaction is not dissatisfaction, but rather The opposite of satisfaction is not dissatisfaction, but rather

no satisfaction.no satisfaction.


Exhibit 16–2Exhibit 16–2 Herzberg’s Motivation-Hygiene TheoryHerzberg’s Motivation-Hygiene Theory


Exhibit 16–3Exhibit 16–3 Contrasting Views of Satisfaction-DissatisfactionContrasting Views of Satisfaction-Dissatisfaction

© 2007 Prentice Hall Inc. All rights reserved.

David McClelland’s Theory of NeedsDavid McClelland’s Theory of Needs

Need for AchievementThe drive to excel, to achieve in relation to a set of standards, to strive to succeed.

Need for AffiliationThe desire for friendly and close personal relationships.

Need for PowerThe need to make others behave in a way that they would not have behaved otherwise.

Bottom Line: Individuals have different levels of needs in each of these areas, and those levels will drive their behavior


Cognitive Evaluation TheoryCognitive Evaluation Theory

Cognitive Evaluation Theory

Providing an extrinsic reward for behavior that had been previously only intrinsically rewarding tends to decrease the overall level of motivation.The theory may only be relevant to jobs that are neither extremely dull nor extremely interesting.

Hint: For this theory, think about how fun it is to read in the summer, but once reading is assigned to you for a grade, you don’t want to do it!


Goal-Setting Theory (Edwin Locke)Goal-Setting Theory (Edwin Locke)

Basic Premise: That specific and difficult goals, with self-generated feedback, lead to

higher performance.But, the relationship between goals and performance will depend on

•goal commitment–“I want to do it & I can do it”

•task characteristics (simple, well-learned)•national culture


What is MBO?What is MBO?

Key Elements1. Goal specificity2. Participative decision making3. An explicit time period4. Performance feedback

Management by Objectives (MBO)

A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress.


Cascading of ObjectivesCascading of Objectives

E X H I B I T 6–1


Linking MBO and Goal-Setting TheoryLinking MBO and Goal-Setting Theory

MBO Goal-Setting Theory

Goal Specificity Yes Yes

Goal Difficulty Yes Yes

Feedback Yes Yes

Participation Yes No(qualified)


Self-EfficacySelf-Efficacy

Self Esteem, which is…. Individuals’ degree of liking or disliking themselves.

•An individual’s feeling that s/he can complete a task (e.g. “I know I can!”)

•Enhances probability that goals will be achieved

Not to be confused with:


Reinforcement TheoryReinforcement Theory

Assumptions:

•Behavior is environmentally caused.

•Behavior can be modified (reinforced) by providing (controlling) consequences.

•Reinforced behavior tends to be repeated.

Argues that behavior is a function of its consequences.


Equity TheoryEquity Theory

Referent Comparisons:

Self-inside ( your current experience vs previous experience)

Self-outside (your current experience with your previous experience in another org)

Other-inside ( you compare yourself with others in the same org)

Other-outside ( compare yourself with others in other org in the same industry)

Equity Theory

Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

Equity TheoryEquity Theory


Distributive Justice

Perceived fairness of the outcome (the final

distribution). “Who got what?”

Procedural Justice

The perceived fairness of the process used to

determine the outcome (the final distribution). “How was who gets what

decided?”Interactional Justice

The degree to which one is treated with dignity and respect.

“Was I treated well?”

Three types of Justice Three types of Justice


Ethical Values and Ethical Values and Behaviors of LeadersBehaviors of Leaders

Bottom line• All three links between the boxes must be intact or motivation

will not occur. Thus,

• Individuals must feel that if they try, they can performAnd

• If they perform, they will be rewardedAnd

• When they are rewarded, the reward will be something they care about

Expectancy Theory Expectancy Theory


Job Design TheoryJob Design Theory

Characteristics:1. Skill variety2. Task identity3. Task significance4. Autonomy5. Feedback

Job Characteristics Model

Identifies five job characteristics and their relationship to personal and work outcomes.


Job Design Theory (cont’d)Job Design Theory (cont’d)Skill Variety

The degree to which a job requires a variety of different activities (how may different skills are used in a given day, week, month?).Task Identity

The degree to which the job requires completion of a whole and identifiable piece of work (from beginning to end). Task Significance

The degree to which the job has a substantial impact on the lives or work of other people.


Job Design Theory (cont’d)Job Design Theory (cont’d)

Autonomy

The degree to which the job provides substantial freedom and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out.

Feedback

The degree to which carrying out the work activities required by a job results in the individual obtaining direct and clear information about the effectiveness of his or her performance.


Job Design and SchedulingJob Design and Scheduling

Job Rotation

The periodic shifting of a worker from one task to another.

Job Enlargement

The horizontal expansion of jobs.

Job Enrichment

The vertical expansion of jobs.


Current Issues in MotivationCurrent Issues in Motivation• Cross-Cultural ChallengesCross-Cultural Challenges

Motivational programs are most applicable in cultures Motivational programs are most applicable in cultures where where individualismindividualism and and quality of lifequality of life are cultural are cultural characteristicscharacteristics Uncertainty avoidance of some cultures inverts Maslow’s Uncertainty avoidance of some cultures inverts Maslow’s

needs hierarchy.needs hierarchy. The need for achievement (nAch) is lacking in other cultures.The need for achievement (nAch) is lacking in other cultures. Collectivist cultures view rewards as “entitlements” to be Collectivist cultures view rewards as “entitlements” to be

distributed based on individual needs, not individual distributed based on individual needs, not individual performance.performance.

Cross-Cultural ConsistenciesCross-Cultural Consistencies Interesting work is widely desired, as is growth, achievement, Interesting work is widely desired, as is growth, achievement,

and responsibility.and responsibility.


Current Issues in Motivation (cont’d)Current Issues in Motivation (cont’d)• Motivating Unique Groups of WorkersMotivating Unique Groups of Workers

Motivating a diverse workforce through flexibility:Motivating a diverse workforce through flexibility: Men desire more autonomy than do women.Men desire more autonomy than do women.

Women desire learning opportunities, flexible work Women desire learning opportunities, flexible work schedules, and good interpersonal relations.schedules, and good interpersonal relations.


Current Issues in Motivation (cont’d)Current Issues in Motivation (cont’d)• Flexible Work/Job schedulesFlexible Work/Job schedules

Compressed work weekCompressed work week Longer daily hours, but fewer daysLonger daily hours, but fewer days

Flexible work hours (flextime)Flexible work hours (flextime) Specific weekly hours with varying arrival, departure, lunch Specific weekly hours with varying arrival, departure, lunch

and break times around certain core hours during which all and break times around certain core hours during which all employees must be present.employees must be present.

Job SharingJob Sharing Two or more people split a full-time job.Two or more people split a full-time job.

TelecommutingTelecommuting Employees work from home using computer links.Employees work from home using computer links.


Current Issues in Motivation (cont’d)Current Issues in Motivation (cont’d)• Motivating ProfessionalsMotivating Professionals

Characteristics of professionalsCharacteristics of professionals Strong and long-term commitment to their field of expertise.Strong and long-term commitment to their field of expertise. Loyalty is to their profession, not to the employer.Loyalty is to their profession, not to the employer. Have the need to regularly update their knowledge.Have the need to regularly update their knowledge. Don’t define their workweek as 8:00 am to 5:00 pm.Don’t define their workweek as 8:00 am to 5:00 pm.

Motivators for professionalsMotivators for professionals Job challengeJob challenge Organizational support of their workOrganizational support of their work


Current Issues in Motivation (cont’d)Current Issues in Motivation (cont’d)• Motivating Contingent WorkersMotivating Contingent Workers

Opportunity to become a permanent employeeOpportunity to become a permanent employee Opportunity for trainingOpportunity for training Equity in compensation and benefitsEquity in compensation and benefits

• Motivating Low-Skilled, Minimum-Wage Motivating Low-Skilled, Minimum-Wage EmployeesEmployees Employee recognition programsEmployee recognition programs Provision of sincere praiseProvision of sincere praise


Current Issues in Motivation (cont’d)Current Issues in Motivation (cont’d)• Designing Appropriate Rewards ProgramsDesigning Appropriate Rewards Programs

Open-book managementOpen-book management Involving employees in workplace decision by opening up the Involving employees in workplace decision by opening up the

financial statements of the employer.financial statements of the employer. Employee recognition programsEmployee recognition programs

Giving personal attention and expressing interest, approval, Giving personal attention and expressing interest, approval, and appreciation for a job well done.and appreciation for a job well done.

Pay-for-performancePay-for-performance Variable compensation plans that reward employees on the Variable compensation plans that reward employees on the

basis of their performance:basis of their performance:– Piece rates, wage incentives, profit-sharing, and lump-Piece rates, wage incentives, profit-sharing, and lump-

sum bonusessum bonuses


Current Issues in Motivation (cont’d)Current Issues in Motivation (cont’d)• Designing Appropriate Rewards Programs Designing Appropriate Rewards Programs

(cont’d)(cont’d) Stock option programsStock option programs

Using financial instruments (in lieu of monetary Using financial instruments (in lieu of monetary compensation) that give employees the right to purchase compensation) that give employees the right to purchase shares of company stock at a set (option) price.shares of company stock at a set (option) price.

Options have value if the stock price rises above the option Options have value if the stock price rises above the option price; they become worthless if the stock price falls below the price; they become worthless if the stock price falls below the option price.option price.

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motivation theory.ppt

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