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Chapter 10 Motivation
Motivation and individual needs
Early theories of motivation
Contemporary theories of motivation
Contemporary issues in motivation
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Motivation is the willingness toexert high levels ofeffort to reach
organizational goals, conditionedby the efforts ability to satisfy someindividual need.
Need is some internal state thatmakes certain outcomes appearattractive.
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Exhibit 10-1 The Motivation Process
Unsatisfied
needTension Drives Search
behaviorSatisfied
need
Reduction
oftension
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Maslows hierarchy of needs theoryMcGregors theory X and theory Y
Herzberg motivation-hygiene theory
Early Theor ies of Motivation
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Exhibit10-2 Maslows Hierarcy of Needs
Self-
actualization
Esteem
Social
Safety
Physiological
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Theory X
Theory X offered by McGregor assumes
that employees dislike work, are lazy,seek to avoid responsibility, and mustbe coerced to perform. It is a negative
view about people.
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A manager who view employees from a Theory X
perspective believes:
Employees inherently dislike workand, wheneverpossible, will attempt to avoid it.
Because employees dislike work, they must becoerced, controlled, or threatened with punishmentto achieve desired goals.
Employees will shirk responsibilities and seekformal direction whenever possible.
Most works place security above all other factorsassociated with work and will display little ambition.
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Theory Y
Theory Y assumes that employees are
creative, seek responsibility, and canexercise self-direction. It is a positiveview about people.
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A manager who view employees from a
Theory Y perspective believes:
Employees can view work as being as naturalas rest or play
Men and women will exercise self-directionand self-control if they are committed to theobjectives
The average person can learn to accept, evenseek, responsibility
The ability to make good decisions widelydispersed throughout the population and is
not necessarily the sole province of managers.
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Herzberg Motivation-hygiene Theory
Motivation-hygiene Theory assumesthat intrinsic factors are related to jobsatisfaction and extrinsic factors arerelated to job dissatisfaction.
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Exhibit 10-4 Herzberg Motivation-hygiene Theory
Achievement
Recognition
Work itself
ResponsibilityAdvancement
Growth
SupervisionCompany policy
Relationship with supervisor
Working conditions
Salary
Relationship with peersPersonal life
Relationship with subordinates
Status
Security
Motivators Hygiene factors
Extremely
SatisfiedNeutral
Extremely
Dissatisfied
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Exhibit 10-5 contrasting views of satisfaction-dissatisfaction
Traditional view
Satisfaction Dissatisfaction
Motivators
Satisfaction No satisfaction
Hygiene factors
No dissatisfaction Dissatisfaction
Herzbergs View
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Contemporary Theories of Motivation
McClellands three-need theory
Equity theoryJob characteristics model(JCM)
Expectancy theory
Integrating theories of motivation
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Three-needs theory recognizes
that the need for achievement,power, and affiliation are majormotives in work.
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Need for achievement: The drive toexcel, to achieve in relation to a set ofstandards, to strive to succeed.
Need for power: The need to makeothers behave in a way that they wouldnot have behaved otherwise.
Need for affiliation: The desire forfriendly and close interpersonalrelationships.
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Exhibit 10-6 Equity Theory Relationship
Perceived ratio comparison Employees assessment
I nputsB
OutcomesB
I nputsA
OutcomesA
I nputsB
OutcomesB
I nputsA
OutcomesA
I nputsB
OutcomesB
I nputsA
OutcomesA Inequity (underrewarded)
Equity
Inequity(overrewarded)
*Person A is the employee, and Person B is a relevant other or referent.
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Equity Theory Propositions
If paid according to time, overrewardedemployees will produce more thanequitably paid employees.
If paid according to quantity ofproduction, overrewarded employees will
produce fewer but higher-quality unitsthan equitably paid employees.
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If paid according to time, underrewardedemployees will produce less or poorer-
quality output.If paid according to quantity of production,underrewarded employees will produce a
large number of low-quality units incomparison with equitably paid employees.
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JCMf ive Core Job Dimensions
Skill variety:the degree to which the jobrequires a variety of activities so the workercan use a number of different skills andtalents
Task identity:the degree to which the jobrequires completion of a whole and
identifiable piece of work.
Task significance:the degree to whichthe job affects the lives or work of other
people.
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Autonomy: the degree to which the job providesfreedom, independence, and discretion to theindividual in scheduling the work and in determiningthe procedures to be used in carrying it out.
Feedback: the degree to which carrying out the
work activities required by the job results in theindividuals obtaining direct and clear informationabout the effectiveness of his or her performance.
Motivating Potential Score(MPS)
3
cesignificantaskidentitytaskvarietyskill autonomy feedback
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Exhibit 10-7 the Job Character istics Model
Core job
dimensions
Critical
Psychological
states
Personal
and work
outcomes
High internal
work motivation
High-qualitywork performance
High-satisfaction
with the work
Low absenteeismand turnover
Skill variety
Task identity
Task significant
Experienced
Meaningfulness of
the work
Autonomy
Experienced
responsibility for
outcomes of the work
Feedback
Knowledge of the
actual results of thework activities
Employee growth-need
strength
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Expectancy theory states that anindividual tends to act in a certain wayon the basis of the expectation that theact will be followed by a given outcomeand the attractiveness of that outcome
to the individual.
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Exhibit 10-7 Simpli f ied Expectancy Theory
A
B
C
=Effort-performance linkage
=Performance-reward linkage
=Attractive
Individualeffort
Individualgoals
Individualperformance
Organizationalreward
A
B
C
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Exhibit10-8 I ntegrating Theories of Motivation
Individual
effort
Task
complexity
Individual
performanceOrganizational
rewards
Individual
goals
Objectiveperformance
evaluation
system
Reinforcement Dominantneeds
Equity
Comparison
BAI
O:
I
O
High nAch
Ability
Performance
Evaluation
criteria
Goals direct behavior
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Contemporary I ssues in MotivationWhat is the key to motivating a diverseworkforce?
Should employees be paid for
performance or time on the job?How can managers motivate minimum-wage employees?
Whats different in motivating professionaland technical employees?
How can flexible work options influencemotivation?(compressed workweek, flextimework, job sharing, telecommuting )
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Practices:
Explain the hierarchy of needs theory.
What are motivation factor and hygienefactor? And what do they include?How do the five core dimensions in theJCM affect on employees psychological
sates and work comes?Explain the key relationships inexpectancy theory.