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Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Learning Objectives Define motivation Explain need-based theories of motivation Explain behavior-based theories of motivation Describe reinforcement theory and behavior modification Discuss the relationship between self-esteem and motivation 5-2 Motivation Force of the need or desire to act Organizational climate: Emotional weather within an organization Reflects the norms and attitudes of its culture Affects worker morale, attitudes, stress levels, and communication Morale: Overall mood of an individual or group, based on attitudes and satisfaction 5-3 Organization Climate When effective, allows people to work to their full potential without becoming a threat to others Improved when managers: Listen to other employees Help with tasks without complaining Maintain a positive attitude 5-4 Intrinsic and Extrinsic Rewards Extrinsic rewards/motivators Intrinsic rewards/motivators • Economic need is the primary motivator toward work • Less powerful • Rewards include: • Internal feelings of satisfaction one gets from a job • More powerful • Include: • Ability to pay bills • Benefits • Financial security • Work ethic • Sense of self-identity, selffulfillment, and self-worth • Social value of work • Social and community roles 5-5 Figure 5.2 - Typical Intrinsic and Extrinsic Rewards 5-6 Figure 5.3 - Maslow’s Hierarchy of Needs Source: “Hierarchy of Needs” from Motivation and Personality, 3rd ed., by Abraham H. Maslow. Revised by Robert Frager, James Faiman, Cynthia McReynolds, and Ruth Cox. Copyright 1954. © 1987 by Harper & Row, Publishers, Inc. Copyright © 1970 by Abraham H. Maslow. Reprinted by permission of HarperCollins Publishers, Inc. 5-7 Maslow’s Hierarchy of Needs People satisfy their needs in a certain order Physiological needs Safety and security needs • Most basic, satisfaction of physical needs, including food, water, air, and shelter • Physical safety from harm and the elements as well as financial security Love and • Complete acceptance from family and friends belongingness needs Esteem needs Self-actualization • Recognition from peers and colleagues • Occurs when one has fulfilled his or her potential 5-8 Maslow’s Hierarchy of Needs Assumptions Unsatisfied needs motivate/influence a person’s behavior Satisfied needs do not motivate the person’s behavior Needs are arranged by order of importance Need in the hierarchy will not be a motivator until those below it are already satisfied 5-9 Alderfer’s ERG theory Consists of: Existence needs - Physical well-being as a human Relatedness needs - External or socially fulfilling needs Growth needs - Internal esteem needs Frustration-regression principle: People who fail to reach a higher need level become frustrated, regress to a lower need level and stay there for some time 5-10 McClelland’s Manifest Needs Theory All people have needs that motivate them in life and on the job Power needs: Desired by individuals who want to control and influence other people Affiliation needs: Occur in people who want to be accepted and liked by others Achievement needs: Occur in people who are goal oriented and take personal responsibility for achievements Needs develop through life experiences 5-11 Herzberg’s Two-Factor Theory Hygienes (dissatisfiers): Qualities in the workplace that are outside the job itself Weak or missing, motivation falls When high, motivation is not strong or long term Motivators (satisfiers): Factors that cause real, long-term motivation, contain intrinsic motivation factors 5-12 Figure 5.5 - Herzberg’s Two-Factor Theory 5-13 Job Enrichment as a Motivator Job enrichment: Upgrading of a job that makes it more interesting, meaningful, or rewarding and provides long-term motivation Factors Skill variety: Opportunity and ability to use different skills in one’s position at work Task identity: Worker’s perception of the meaningfulness of a job, based upon the worker’s permission to start a job and see it through to completion 5-14 Job Enrichment as a Motivator Task significance: Worker’s perception that the task directly affects other people’s work or lives Autonomy: Independence, ability to act and make decisions on one’s own without undue interference from management Feedback - Allows individuals to know how well they are performing 5-15 Figure 5.6 - Hackman-Oldham Job Enrichment Model Source: J. Richard Hackman and Gerg R. Oldham, Work Redesign (p. 90); © 1980 by Addison-Wesley Publishing Company, Inc. Reprinted by permission of the publisher. 5-16 Expectancy Theory Explains human behavior in terms of people’s goals, choices, and the expectation that goals will be reached Expectancy: Likelihood that if a person tried, the result would be better performance Instrumentality: Likelihood that something good will come from an increase in effort Valence: Value a person places on a reward 5-17 Reinforcement Theory and Behavior Modification Reinforcement theory: Explains human behavior in terms of repetition Rewarded behavior is repeated Behavior that is not rewarded is discontinued Behavior modification: Process of changing behavior because of a reward or lack of it Opines that behavior can be shaped and molded without threatening a person’s freedom or dignity 5-18 Reinforcement Theory and Behavior Modification Positive reinforcement - Rewarding desirable behavior and ignoring undesirable behavior Can be as effective as negative reinforcement Punishment helps change behavior but has negative side effects Reinforcers: Incentives such as awards, bonuses, promotions, gifts, and compliments 5-19 Goal Setting Allows employees to set their own goals Employees’ commitment to goals is increased by: Allowing them to participate in the goal-setting process Making goals challenging but attainable, specific, and attractive Providing feedback Rewarding employees 5-20 Reinforcement, Values, and Self-Esteem Success of a behavioral modification program depends on self-esteem Rewards should be valuable to the person receiving them Reinforcement and values help improve feelings of value and worth in employees 5-21 Impact of Low Self-Esteem Keeps an individual from making risky decisions Makes an individual perform at exactly the level where others expect performance to be 5-22