Robbins eob9 inst_ppt_05

Robbins eob9 inst_ppt_05

• 1.
  Motivation Concepts Chapter5 Essentials of Organizational Behavior, 9/e Stephen P. Robbins/Timothy A. Judge
• 2.
  After studying thischapter, you should be able to: Outline the motivation process Describe Maslow’s needs hierarchy Differentiate motivators from hygiene factors List the characteristics that high achievers prefer in a job Summarize the types of goals that increase performance Discuss ways self-efficacy can be increased State the impact of under rewarding employees Clarify the key relationships in expectancy theory
• 3.
  What is Motivation? The processes that account for an individual’s intensity, direction and persistence of effort toward attaining a goal. Intensity – how hard a person tries Direction – one that benefits the organization Persistence – how long the effort is maintained
• 4.
  Maslow’s Hierarchy ofNeeds Theory
• 5.
  Theory X andTheory Y Theory X Inherent dislike for work and will attempt to avoid it Must be coerced, controlled or threatened with punishment Will avoid responsibilities and seek formal direction Place security above all factors and will display little ambition Theory Y View work as being as natural as rest or play Will exercise self-direction and self-control if committed to objectives Can learn to accept, even seek, responsibility Can make innovative decisions on their own
• 6.
  Two-Factor Theory HighHigh Job Dissatisfaction Job Satisfaction 0 Hygiene factors affect job dissatisfaction Motivator factors affect job satisfaction Quality of supervision Pay Company policies Physical working conditions Relations with others Job security Promotional opportunities Opportunities for personal growth Recognition Responsibility Achievement
• 7.
  Herzberg’s Two-Factor TheoryManagers who seek to eliminate factors that can create job dissatisfaction may bring about peace but not necessarily motivation. If a manager wants to motivate people on their jobs, he should emphasize factors associated with the work itself or to outcomes directly derived from it.
• 8.
  McClelland's Theory ofNeeds Need for achievement (nAch) - drive to excel Need for power (nPow) - the need to make others behave in a way they would not have behaved otherwise Need for affiliation (nAff) - the desire for friendly and close interpersonal relationships
• 9.
  McClelland's Theory ofNeeds High achievers prefer jobs with personal responsibility , feedback , and intermediate degree of risk. High achievers are not necessarily good managers. Affiliation and power closely related to managerial success Employees can be trained to stimulate their achievement need.
• 10.
  Cognitive Evaluation TheoryProposes that the introduction of extrinsic rewards for work that was previously intrinsically rewarding tends to decrease overall motivation Verbal rewards increase intrinsic motivation, while tangible rewards undermine it
• 11.
  Goal-Setting Theory Specificgoals lead to increased performance. Difficult goals, when accepted, result in higher output than easy goals. Self-generated feedback is a more powerful motivator than externally generated feedback. Influences on goal-performance relationship: Commitment Task characteristics National culture
• 12.
  Management by Objectives(MBO) Converts overall organizational objectives into specific objectives for work units and individuals Common ingredients: Goal specificity Participation in decision making Explicit time period Performance feedback
• 13.
  Self-Efficacy Theory Refersto an individual’s belief that they are capable of performing a task Ways self-efficacy can be increased: Enactive mastery – gain experience Vicarious modeling – see someone else do the task Verbal persuasion – someone convinces you that you have the skills Arousal – get energized
• 14.
  Equity Theory Employeesweigh what they put into a job situation (input) against what they get from it (outcome). Then they compare their input-outcome ratio with the input-outcome ratio of relevant others.
• 15.
  Equity Theory
• 16.
  Choices when perceivedinequity Change their inputs Change their outcomes Distort perceptions of self Distort perceptions of others Choose a different referent Leave the field
• 17.
  Forms of justice
• 18.
  Expectancy Theory
• 19.
  Theories are OftenCulture-Bound Most motivation theories were developed in the U.S. by Americans and about Americans Not all cultures have the same characteristics as American culture Many cultures desire interesting work and other factors
• 20.
  Implications for Managers Look beyond need theories Goal setting leads to higher productivity Organizational justice has support Expectancy theory’s power in explaining productivity increases when jobs are more complex and higher in the organization
• 21.
  Summary Outlined themotivation process Described Maslow’s needs hierarchy Differentiated motivators from hygiene factors Listed the characteristics that high achievers prefer in a job Summarized the types of goals that increase performance Discussed ways self-efficacy can be increased Stated the impact of under rewarding employees Clarified the key relationships in expectancy theory