Download IPPTChap005 - North Iowa Community School

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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
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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
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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
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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
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Figure 5.2 - Typical Intrinsic and Extrinsic Rewards
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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.
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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
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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
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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
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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
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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
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Figure 5.5 - Herzberg’s Two-Factor Theory
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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
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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
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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.
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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
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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
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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
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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
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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
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