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Transcript
Chapter 13 Motivation and Performance The Nature of Motivation Motivation – The psychological forces that determine • The direction of a person’s behavior • A person’s level of effort • A person’s level of persistence – Explains why people behave the way they do in organizations MGMT 321 – Chapter 13 2 The Nature of Motivation Intrinsically Motivated Behavior – Behavior that is performed for its own sake Extrinsically Motivated Behavior – Behavior that is performed to: • Acquire material or social rewards • Avoid punishment MGMT 321 – Chapter 13 3 The Motivation Equation MGMT 321 – Chapter 13 4 Maslow’s Hierarchy of Needs Highest-level needs Lowest-level needs Needs Description Examples Selfactualization Realize one’s full potential Use abilities to the fullest Esteem Feel good about oneself Promotions and recognition Belongingness Social interaction, love Interpersonal relations, parties Safety Security, stability Job security, health insurance Physiological Food, water, shelter Basic pay level to buy items Lower-level needs must be satisfied before higher-level needs are addressed. MGMT 321 – Chapter 13 5 Alderfer’s ERG Theory Needs Highest-level needs Lowest-level needs Description Examples Growth Self-development, creative work Continually improve skills Relatedness Interpersonal relations, feelings Good relations, accurate feedback Existence Food, water, clothing, and shelter Adequate pay for necessities After lower level needs satisfied, person seeks higher needs. When unable to satisfy higher needs, lower needs motivation is raised. MGMT 321 – Chapter 13 6 Herzberg’s Motivation-Hygiene Theory Motivator needs – Relate to the nature of the work itself – Autonomy, responsibility, interesting work Hygiene needs – Relate to the physical and psychological context of the work – Comfortable work environment, pay, job security MGMT 321 – Chapter 13 7 McClelland’s Needs Achievement – A strong need to perform challenging tasks well Affiliation – Establishing and maintaining good interpersonal relations Power – A desire to control or influence others MGMT 321 – Chapter 13 8 Equity Theory Equity Theory – Focuses on people’s perceptions of the fairness (or lack of fairness) of their work outcomes in proportion to their work inputs. MGMT 321 – Chapter 13 9 Equity Theory Condition Equity Underpayment Equity Overpayment Equity Person Outcomes Inputs Outcomes Inputs Outcomes Inputs Referent Example = Outcomes Inputs Worker contributes more inputs but also gets more outputs than referent < Outcomes Inputs Worker contributes more inputs but also gets the same outputs as referent > Outcomes Inputs Worker contributes same inputs but also gets more outputs than referent MGMT 321 – Chapter 13 10 Equity Theory Restoring Equity: Inequity creates tension in workers causing them to attempt to restore equity. – In underpayment, workers may reduce input levels to correct (rebalance) the ratio or seek a raise. – In overpayment, workers may change the referent person and readjust their ratio perception. – If inequity persists, workers will often choose to leave the organization. MGMT 321 – Chapter 13 11 Expectancy Theory Motivation will be high when workers believe: – High levels of effort will lead to high performance. – High performance will lead to the attainment of desired outcomes. MGMT 321 – Chapter 13 12 Expectancy Theory MGMT 321 – Chapter 13 13 Expectancy Theory MGMT 321 – Chapter 13 14 Operant Conditioning Operant Conditioning – People learn to perform behaviors that lead to desired consequences Organizational Behavior Modification – Using operant conditioning techniques to promote the performance of desired organizational behaviors MGMT 321 – Chapter 13 15 Operant Conditioning Reinforcement (desireable behavior) Punishment (undesireable behavior) Positive Consequences Apply Withhold Negative Consequences Withhold Apply MGMT 321 – Chapter 13 16 Social Learning Theory Social Learning Theory – Modeling the behavior of others Self-Reinforcement – Any attractive outcome or award that a person can give himself/herself Self-efficacy – A person’s belief about his or her ability to perform a behavior successfully MGMT 321 – Chapter 13 17 Pay and Motivation Need Theory – Pay is used to satisfy many needs Equity Theory – Pay is given in relation to inputs Expectancy – Pay must be valued as an outcome Learning Theory – Pay is distributed upon performance of functional behaviors MGMT 321 – Chapter 13 18 Merit Pay and Performance Compensation that bases pay on based on performance. Individual – When individual performance can be accurately measured Group – When a group that works closely together is measured and rewarded as a group Organization – When group or individual outcomes are not easily measured MGMT 321 – Chapter 13 19 Examples of Merit Pay Plans Piece-rate Pay – Employee’s pay is based on the number of units that the employee produces Commission Pay – Employee’s pay is based on a percentage of sales that the employee makes. Organization-based Merit Plans – Scanlon plan—focuses on reduced expenses or cutting costs – Profit sharing—employees receive a share of an organization’s profits MGMT 321 – Chapter 13 20