Chapter 16 Motivation Motivation  One secret for success in organizations is motivated and enthusiastic employees  With such a diverse workforce, it is a challenge for managers to motivate employees toward common organizational goals Manager’s Challenge: Pfizer Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Motivation  Employee models Topics Chapter 16 motivation theories and –Needs –processes –Reinforcement  How job design can affect employee satisfaction & productivity  Empowerment Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Motivation  Arousal, direction, and persistence of behavior  Employee motivation affects productivity  Part of a manager’s job is to channel motivation toward the accomplishment of organizational goals Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Two Types of Rewards  Intrinsic rewards satisfactions a person receives in the process of performing a particular action  Extrinsic rewards given by another person Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Model of Motivation NEED-Creates desire to fulfill needs (food, friendship, recognition, achievement) BEHAVIORREWARDS-Satisfy Results in actions needs; intrinsic or to fulfill needs extrinsic rewards FEEDBACK-Reward informs person whether behavior was appropriate and should be used again Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Foundations of Motivation Contemporary Human Resources • introduce the concept of the whole person • employees are complex and motivated by many factors Human Relations • noneconomic rewards, such as congenial work groups • workers studied as people and the concept of social man was born Traditional • content theories stress the analysis of underlying human need • process theories concern the thought processes that influence behavior • reinforcement theories focus on employee learning of desired work behaviors •systematic analysis of an employee’s job •economic rewards for high performance Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Motivation Content Theories Emphasize the needs that motivate people  Hierarchy of Needs Theory  ERG Theory  Two-Factor Theory  Acquired Needs Theory Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Hierarchy of Needs Theory Abraham Maslow Self-Actualization Needs represent the need for self-fulfillment Esteem Needs desire for a positive self-image and to receive attention Human beings are motivated by a hierarchy of unsatisfied needs Belongingness Needs desire to be accepted by one’s peers Safety Needs safe and secure physical and emotional environment Physiological Needs most basic human physical needs Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Maslow’s Hierarchy of Needs   Once a need is satisfied, it declines in importance and the next higher need is activated There are opportunities for fulfillment off the job and on the job in each of the five levels of needs Experiential Exercise: What Motivates You? 10 Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Acquired Needs Theory David McClelland • Need for Achievement desire to accomplish something difficult, master complex tasks, and surpass others • Need for Affiliation desire to form close personal relationships, avoid conflict, and establish warm friendships • Need for Power desire to influence or control others 13 Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Motivation Process Theories Equity Theory 14  focuses on individuals’ perceptions of how fairly they are treated compared with others  motivated to seek social equity in the rewards they expect for performance Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Methods for Reducing Perceived Inequities     15 Change inputs Change outcomes Distort perceptions Leave the job Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Motivation Process Theories Expectancy Theory 16  motivation depends on individuals’ expectations about their ability to perform tasks and receive desired rewards  concerned not with identifying types of needs but with the thinking process that individuals use to achieve rewards  based on the effort, performance, and desirability of outcomes Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Reinforcement Perspective on Motivation Positive reinforcement in the administration of a pleasant and rewarding consequence Reinforcement Tools Avoidance learning is the removal of an unpleasant consequence following a desired behavior Punishment is the imposition of unpleasant outcomes on an employee Extinction is the withdrawal of a positive reward, behavior is no longer reinforced and hence is less likely to occur in the future 17 Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Schedules of Reinforcement Continuous Reinforcement Partial Reinforcement Fixed-Interval Schedule Fixed-Ratio Schedule Variable-Interval Schedule Variable-Ratio Schedule 18 Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Job Design for Motivation 19  Job design = application of motivational theories to the structure of work for improving productivity and satisfaction  Job simplification = job design whose purpose is to improve task efficiency by reducing the number of tasks a single person must Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Job Design for Motivation 20  Job Rotation = job design that systematically moves employees from one job to another to provide them with variety and stimulation  Job Enlargement = job design that combines a series of tasks into one new, broader job to give employees variety and challenge Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Job Design for Motivation 21  Job Enrichment = job design that incorporates achievement, recognition, and other high-level motivators into the work  Work redesign = altering of jobs to increase both the quality of employee’s work experience and their productivity Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Job Characteristics Model Source: Adapted from J Richard Hackman and G R Oldham, “Motivation through the Design of Work: Test of a Theory,” Organizational 22 Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Behavior and Human Performance 16 (1976), 256 Motivational Ideas for Turbulent Times  Organizations are increasingly using various types of incentive compensation as a way to motivate employees to higher levels of performance  Variable compensation and forms of at risk pay are key motivational tools Ethical Dilemma: Compensation Showdown 23 Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Empowering People to Meet Higher Needs Four Empowering Elements     24 Information - Employees receive information about company performance Knowledge - Employees have knowledge and skills to contribute to company goals Power - Employees have the power to make substantive decisions Rewards - Employees are rewarded based on the company performance Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Continuum of Empowerment Sources: Based on Robert C Ford and Myron D Fottler, “Empowerment: A Matter of Degree,” Academy of Management Executive 9, no (1995), 21-31; Lawrence Holpp, “Applied Emplowerment,” Training (February 1994), 39-44; and David P McCaffrey, Sue R Faerman, and David W Hart, “”The Appeal and Difficulties of Participative Systems,” Organization Science 6, no (November-December 1995), 603-627 25 Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Giving Meaning to Work  To meet higher-level motivational needs and help people get intrinsic rewards from their work is to instill a sense of importance and meaningfulness 26 Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Motivational Ideas for Turbulent Times  Role of today’s manager is not to control others but to organize the workplace in such a way that each person Can learn Contribute Grow 27 Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved ... organizational goals Manager’s Challenge: Pfizer Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Motivation  Employee models Topics Chapter 16 motivation theories... rights reserved Schedules of Reinforcement Continuous Reinforcement Partial Reinforcement Fixed-Interval Schedule Fixed-Ratio Schedule Variable-Interval Schedule Variable-Ratio Schedule 18 Copyright... Learning All rights reserved Motivation  Arousal, direction, and persistence of behavior  Employee motivation affects productivity  Part of a manager’s job is to channel motivation toward the accomplishment