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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 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 or to avoid punishment. Prosocially motivated behavior ≈ behavior performed to benefit or help others 13-3 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 13-4 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. 13-5 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. 13-6 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 13-7 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 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. 13-9 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 13-10 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. 13-11 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 13-12