Download Extrinsically Motivated Behavior

Chapter Thirteen
Motivation and
Performance
McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
The Nature of Motivation
 Motivation
≈ The psychological forces that determine the
direction of a person’s behavior in an
organization, a person’s level of effort, and a
person’s level of persistence
≈ Explains why people behave the way they do
in organizations
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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 or to avoid punishment.
 Prosocially motivated behavior
≈ behavior performed to benefit or help others
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Expectancy Theory
Major Factors of Motivation
≈ Expectancy - the belief that effort (input) will
result in a certain level of performance
≈ Instrumentality - the belief that performance
results in the attainment of outcomes
≈ Valence - how desirable each of the available
outcomes from the job is to a person
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Need Theories
 Need Theories
≈ People are motivated to obtain outcomes at
work that will satisfy their needs
 Need
≈ A requirement or necessity for survival and
well-being.
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Herzberg’s Motivation-Hygiene Theory
 Focuses on outcomes that lead to higher
motivation and job satisfaction, and those
outcomes that can prevent dissatisfaction.
 Unsatisfied hygiene needs create
dissatisfaction; satisfaction of hygiene
needs does not lead to motivation or job
satisfaction.
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McClelland’s Needs for Achievement,
Affiliation, and Power
 Need for Achievement
≈ A strong need to perform challenging
tasks well and meet personal standards for
excellence
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McClelland’s Needs for Achievement,
Affiliation, and Power
 Need for Affiliation
≈ Concerned about establishing and maintaining
good interpersonal relations, being liked, and
having the people around him get along with
each other
 Need for Power
≈ A desire to control or influence others
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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.
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Learning Theories
 Managers can increase employee
motivation and performance by the ways
they link the outcomes that employees
receive to the performance of desired
behaviors in an organization and the
attainment of goals
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Operant Conditioning Theory
 Operant Conditioning
≈ People learn to perform behaviors that lead to
desired consequences and learn not to
perform behaviors that lead to undesired
consequences.
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Operant Conditioning Tools
 Positive Reinforcement
≈ Gives people outcomes they desire when they
perform organizationally functionally behaviors
 Negative Reinforcement
≈ Eliminating undesired outcomes once the
functional behavior occurs
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