PowerPoint Presentation to Accompany Management, 9/e John R. Schermerhorn, Jr .

PowerPoint Presentation to Accompany

Management, 9/eJohn R. Schermerhorn, Jr.

Prepared by: Jim LoPresti University of Colorado, Boulder

Published by: John Wiley & Sons, Inc.

Chapter 14: Motivation – Theory and Practice

Management 9/e - Chapter 14 2

Study Question 1: How do individual needs influence motivation?

Motivation and individual needs Motivation—the forces within the individual that

account for the level, direction, and persistence of effort expended at work.

Needs Unfulfilled physiological and psychological desires of

an individual. Explain workplace behavior and attitudes. Create tensions that influence attitudes and behavior. Good managers and leaders facilitate employee need

satisfaction.


Study Question 2: What are the different types of individual needs?

Hierarchy of needs theory Developed by Abraham Maslow. Lower-order and higher-order needs affect

workplace behavior and attitudes. Lower-order needs:

Physiological, safety, and social needs. Desires for physical and social well being.

Higher-order needs: Esteem and self-actualization needs. Desire for psychological growth and

development.


Study Question 2: What are the different types of individual needs?

Hierarchy of needs theory Deficit principle

A satisfied need is not a motivator of

behavior.

Progression principle A need at one level does not become

activated until the next lower-level need

is satisfied.


Figure 14.1 Opportunities for satisfaction in Maslow’s hierarchy of human needs.



Acquired needs theory Developed by David McClelland. People acquire needs through their life

experiences. Needs that are acquired:

Need for Achievement (nAch) Need for Power (nPower) Need for Affiliation (nAff)



Acquired needs theory Need for Achievement (nAch)

Desire to do something better or more efficiently, to solve problems, or to master complex tasks.

People high in (nAch) prefer work that: Involves individual responsibility for

results. Involves achievable but challenging goals. Provides feedback on performance.



Acquired needs theory Need for Power (nPower)

Desire to control other persons, to influence their behavior, or to be responsible for other people.

Personal power versus social power. People high in (nPower) prefer work

that: Involves control over other persons. Has an impact on people and events. Brings public recognition and attention.



Acquired needs theory Need for Affiliation (nAff)

Desire to establish and maintain friendly and warm relations with other persons.

People high in (nAff) prefer work that: Involves interpersonal relationships. Provides for companionship Brings social approval.


Study Question 2: What are the process theories of motivation?

Process theories of motivation … How people make choices to work hard or not. Choices are based on:

Individual preferences. Available rewards. Possible work outcomes.

Types of process theories: Equity theory. Expectancy theory. Goal-setting theory.



Equity theory Developed by J. Stacy Adams. When people believe that they have

been treated unfairly in comparison to others, they try to eliminate the discomfort and restore a perceived sense of equity to the situation.

Perceived inequity. Perceived equity.



Equity theory People respond to perceived negative

inequity by changing … Work inputs. Rewards received. Comparison points. Situation.



Managerial implications of equity theory— Underpaid people experience anger. Overpaid people experience guilt. Perceptions of rewards determine motivational

outcomes. Negative consequences of equity comparisons

should be minimized, if not eliminated. Do not underestimate the impact of pay as a

source of equity controversies in the workplace. Gender equity. Comparable worth.



Expectancy theory Developed by Victor Vroom. Key expectancy theory variables:

Expectancy — belief that working hard will result in desired level of performance.

Instrumentality — belief that successful performance will be followed by rewards.

Valence — value a person assigns to rewards and other work related outcomes.


Figure 14.4 Elements in the expectancy theory of motivation.



Managerial implications of expectancy theory— To maximize expectancy, managers

should: Select workers with ability. Train workers to use ability. Support work efforts. Clarify performance goals.



Managerial implications of

expectancy theory— To maximize instrumentality, managers

should: Clarify psychological contracts. Communicate performance-outcome

possibilities. Identify rewards that are contingent on

performance.



Managerial implications of

expectancy theory— To maximize valence in a positive

direction, managers should:

Identify individual needs.

Adjust rewards to match individual

needs.



Key issues and principles in the goal-setting process: Set specific goals. Set challenging goals. Build goal acceptance and

commitment. Clarify goal priorities. Provide feedback on goal

accomplishment. Reward goal accomplishment.



Goal-setting theory Developed by Edwin Locke. Properly set and well-managed task goals can

be highly motivating. Motivational effects of task goals:

Provide direction to people in their work. Clarify performance expectations. Establish a frame of reference for feedback. Provide a foundation for behavioral self-

management.



Goal-setting theory Participation in goal setting

unlocks the motivational potential of goal setting.

management by objectives (MBO) promotes participation.

when participation is not possible, workers will respond positively if supervisory trust and support exist.


Study Question 3: What role does reinforcement play in motivation?

Fundamentals of reinforcement theory … Reinforcement theory focuses on the impact of

external environmental consequences on behavior.

Law of effect — impact of type of consequence on future behavior.

Operant conditioning: Developed by B.F. Skinner. Applies law of effect to control behavior by

manipulating its consequences.



Operant conditioning strategies: Positive reinforcement

Increases the frequency of a behavior through the contingent presentation of a pleasant consequence.

Negative reinforcement Increases the frequency of a behavior

through the contingent removal of an unpleasant consequence.



Operant conditioning strategies: Punishment

Decreases the frequency of a behavior through the contingent presentation of an unpleasant consequence.

Extinction Decreases the frequency of a behavior

through the contingent removal of an pleasant consequence.



Successful implementation of positive reinforcement is based on Law of contingent reinforcement —

Reward delivered only if desired behavior is exhibited.

Law of immediate reinforcement —More immediate the delivery of a

reward, the more reinforcement value it has.



Guidelines for using positive reinforcement: Clearly identify desired work behaviors. Maintain a diverse inventory of rewards. Inform everyone about what must be

done to get rewards. Recognize individual differences when

allocating rewards. Follow the laws of immediate and

contingent reinforcement.



Guidelines for using punishment: Tell the person what is being done

wrong. Tell the person what is being done right. Match the punishment to the behavior. Administer punishment in private. Follow laws of immediate and contingent

reinforcement.



Schedules of reinforcement: Continuous reinforcement administers a reward

each time a desired behavior occurs. Intermittent reinforcement rewards behavior only

periodically. Acquisition of behavior is quicker with continuous

reinforcement. Behavior acquired under an intermittent schedule is

more permanent. Shaping is the creation of a new behavior by

positive reinforcement of successive approximations to it.


Study Question 4: What are the alternative approaches to job design?

Job. A collection of tasks performed in support of

organizational objectives.

Job design. The process of creating or defining jobs by

assigning specific work tasks to individuals and groups.

Jobs should be designed so that both performance and satisfaction result.



Job simplification. Standardizing work procedures and

employing people in well-defined and highly specialized tasks.

Simplified jobs are narrow in job scope and low in job depth.

Automation. Total mechanization of a job. Most extreme form of job simplification.



Potential advantages of job simplification: Easier and quicker

training of workers. Workers are less

difficult to supervise.

Workers are easier to replace.

Development of expertise in doing repetitive tasks.

Potential disadvantages of job simplification: Productivity suffers. Cost increases due

to absenteeism/ turnover of unhappy workers.

Poor performance may result from worker boredom/ alienation.



Job rotation and job enlargement: Expands job scope. Job rotation.

Increases task variety by periodically shifting workers among jobs involving different task assignments.

Job enlargement. Increases task variety by combining two or

more tasks previously assigned to separate workers.

Horizontal loading.



Job enrichment. Building more opportunities for

satisfaction into a job by expanding its

content.

Expands both job scope and job depth.

Frequently accomplished through

vertical loading.



Critical psychological states:

Experienced meaningfulness of work.

Experienced responsibilities for work

outcomes.

Knowledge of actual results of work

activities.



Core job characteristics:Skill variety.

Task identity.

Task significance.

Autonomy.

Feedback.



Improving core job characteristics: Form natural units of work.

Combine tasks.

Establish client relationships.

Open feedback channels.

Practice vertical loading.



Checklist for enriching jobs: Remove controls that limit people’s discretion

in their work. Grant people authority to make decisions

about their work. Make people understand their accountability

for results. Allow people to do “whole” tasks or complete

units of work. Make performance feedback available.



Compressed workweek. Any work schedule that allows a full-

time job to be completed in less than the standard 5 days of 8-hour shifts.

Benefits — more leisure time, lower commuting costs, lower absenteeism, and potentially improved performance.

Disadvantages — increased fatigue, family adjustment problems, increased scheduling problems, possible customer complaints, and union opposition.



Flexible working hours. Any work schedule that gives employees

some choice in the pattern of their daily

work hours.Core time — all employees must be

at work.Flextime — allows employees to

schedule around personal and family responsibilities.



Potential benefits of flexible working hours: People have greater autonomy in work

scheduling while ensuring maintenance of work responsibilities.

Organizations can attract and retain employees who have special non-work responsibilities.

Worker morale may be improved.



Job sharing. One full-time job is split between two or

more persons.

Work sharing. An agreement between employees to

cut back their work hours to avoid layoffs or termination.



Potential advantages of work sharing: Trained and loyal workers can be retained

while temporarily cutting labor costs. Continued work but with reduced earnings

for those who would otherwise be laid off.

Potential disadvantages of work sharing; Employees who might otherwise be protected

by seniority may suffer an income loss.



Telecommuting. A work arrangement that allows a

portion of scheduled work hours to be

completed outside of the office.

Hoteling.

Virtual offices.



Potential advantages of telecommuting: Freedom from

Constraints of commuting. Fixed hours. Special work attire. Direct contact with supervisors.

Increased productivity. Fewer distractions. Being one’s own boss. Having more personal time.



Potential disadvantages of telecommuting: Working too much. Having less personal time. Difficulty in separating work and personal life. Less time for family. Feelings of isolation. Loss of visibility for promotion. Difficulties supervising work-at-home

employees from a distance.



Part-time work. Work done on any schedule less than

the standard 40-hour workweek and does not qualify person as a full-time employee.

Contingency workers Part-time workers who supplement the

full-time workforce, often on a long-term basis.

Now constitute 30 percent of the American workforce.



Implications of part-time work: Provides employers with flexibility in

controlling labor costs and dealing with cyclical labor demands.

Temporary workers may lack commitment and be less productive.

Contingency workers are often paid less and don’t receive important fringe benefits.

Date post:	21-Jan-2016
Category:	Documents
Upload:	zev
View:	70 times
Download:	0 times

PowerPoint Presentation to Accompany Management, 9/e John R. Schermerhorn, Jr .

Documents