to Accompany Management Third Canadian Edition John R Schermerhorn Jr Barry Wright Prepared by Jim LoPresti University of Colorado Boulder Revised by Dr Shavin Malhotra Ryerson University Toronto Ontario ID: 586828
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PowerPoint Presentation
to Accompany ManagementThird Canadian EditionJohn R. Schermerhorn, Jr.Barry Wright
Prepared by: Jim LoPrestiUniversity of Colorado, BoulderRevised by: Dr. Shavin MalhotraRyerson University, Toronto, OntarioSlide2
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Management 3e - Chapter 14
2Chapter 14: Motivation Theory and PracticeSlide3
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Management 3e - Chapter 14
14.1 Explain how individual needs influence motivation.14.2 Explain the process theories of motivation.14.3 Describe the role reinforcement plays in motivation.14.4 Describe the alternative approaches to job design.Chapter 14 Learning Objectives
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Management 3e - Chapter 14
Types of content theories:Hierarchy of needs theoryERG theoryTwo-factor theoryAcquired needs theoryIndividual Needs and Motivation4Slide5
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Management 3e - Chapter 14
Motivation and individual needsMotivation—the forces within the individual that account for the level, direction, and persistence of effort expended at work.Needs—unfulfilled physiological and psychological desires of an individual.Explain workplace behaviour and attitudes.Create tensions that influence attitudes and behaviour.Good managers and leaders facilitate employee need satisfaction.5
Individual Needs and MotivationSlide6
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Hierarchy of needs theoryDeveloped by Abraham Maslow.Lower-order and higher-order needs affect workplace behaviour and attitudes.Lower-order needs:Physiological, safety, and social needs.Desires for physical and social well being.Higher-order needs:Esteem and self-actualization needs.Desire for psychological growth and development.6
Individual Needs and MotivationSlide7
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Hierarchy of needs theoryDeficit principle - A satisfied need is not a motivator of behaviour.Progression principle - A need at one level does not become activated until the next lower-level need is satisfied.7
Individual Needs and MotivationSlide8
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Figure 14.2 Opportunities for satisfaction in Maslow’s hierarchy of human needs.8Slide9
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ERG theoryDeveloped by Clayton Alderfer.Three need levels:Existence needs — desires for physiological and material well-being.Relatedness needs — desires for satisfying interpersonal relationships.Growth needs — desires for continued psychological growth and development.9
Individual Needs and MotivationSlide10
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ERG theoryAny/all needs can influence behaviour at one time.Frustration-regression principle - An already satisfied lower-level need becomes reactivated when a higher-level need is frustrated.10
Individual Needs and MotivationSlide11
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Two-factor theoryDeveloped by Frederick Herzberg.Hygiene factors:Elements of the job context.Sources of job dissatisfaction.Satisfier factors:Elements of the job content.Sources of job satisfaction and motivation.11
Individual Needs and MotivationSlide12
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Figure 14.3 Herzberg’s two-factor theory.12Slide13
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Acquired needs theoryDeveloped by David McClelland.People acquire needs through their life experiences.Needs that are acquired:Need for Achievement (nAch)Need for Power (nPower)Need for Affiliation (nAff)13
Individual Needs and MotivationSlide14
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Acquired needs theoryNeed for Achievement (nAch) - desire to do something better or more efficiently, to solve problems, or to master complex tasks.People high in (nAch) prefer work that:Involves individual responsibility for results.Involves achievable but challenging goals.Provides feedback on performance.14
Individual Needs and MotivationSlide15
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Management 3e - Chapter 14
Acquired needs theoryNeed for Power (nPower)Desire to control other persons, to influence their behaviour, or to be responsible for other people.Personal power versus social power.People high in (nPower) prefer work that:Involves control over other persons.Has an impact on people and events.Brings public recognition and attention.15
Individual Needs and MotivationSlide16
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Acquired needs theoryNeed for Affiliation (nAff)Desire to establish and maintain friendly and warm relations with other persons.People high in (nAff) prefer work that:Involves interpersonal relationships.Provides for companionshipBrings social approval.16
Individual Needs and MotivationSlide17
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Process theories of motivationHow people make choices to work hard or not.Choices are based on:Individual preferences.Available rewards.Possible work outcomes.Types of process theories:Equity theory.Expectancy theory.Goal-setting theory.Self-efficacy theory.Process Theories of Motivation
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Equity theoryDeveloped by J. Stacy Adams.When people believe that they have been treated unfairly in comparison to others, they try to eliminate the discomfort and restore a perceived sense of equity to the situation. Perceived inequity.Perceived equity.18
Process Theories of MotivationSlide19
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Management 3e - Chapter 14
Figure 14.4 Equity theory and the role of social comparison.19Slide20
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Equity theoryPeople respond to perceived negative inequity by changing:Work inputs.Rewards received.Comparison points.Situation.20
Process Theories of MotivationSlide21
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Managerial implications of equity theory:Underpaid people experience anger.Overpaid people experience guilt.Perceptions of rewards determine motivational outcomes.Negative consequences of equity comparisons should be minimized, if not eliminated.Do not underestimate the impact of pay as a source of equity controversies in the workplace. 21
Process Theories of MotivationSlide22
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Expectancy theoryDeveloped by Victor Vroom.Key expectancy theory variables:Expectancy — belief that working hard will result in desired level of performance.Instrumentality — belief that successful performance will be followed by rewards.Valence — value a person assigns to rewards and other work related outcomes.22
Process Theories of MotivationSlide23
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Figure 14.5 Elements in the expectancy theory of motivation.23Slide24
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Expectancy theoryMotivation (M), expectancy (E), instrumentality (I), and valence (V) are related to one another in a multiplicative fashion:M = E x I x VIf either E, I, or V is low, motivation will be low.24
Process Theories of MotivationSlide25
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Managerial implications of expectancy theory—To maximize expectancy, managers should:Select workers with ability.Train workers to use ability.Support work efforts.Clarify performance goals.25
Process Theories of MotivationSlide26
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Managerial implications of expectancy theory—To maximize instrumentality, managers should:Clarify psychological contracts.Communicate performance-outcome possibilities.Identify rewards that are contingent on performance.26
Process Theories of MotivationSlide27
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Managerial implications of expectancy theory—To maximize valence in a positive direction, managers should:Identify individual needs.Adjust rewards to match individual needs.27
Process Theories of MotivationSlide28
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Goal-setting theoryDeveloped by Edwin Locke. Properly set and well-managed task goals can be highly motivating.Motivational effects of task goals:Provide direction to people in their work.Clarify performance expectations.Establish a frame of reference for feedback.Provide a foundation for behavioural self-management.28
Process Theories of MotivationSlide29
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Key issues and principles in the goal-setting process:Set specific goals.Set challenging goals.Build goal acceptance and commitment.Clarify goal priorities.Provide feedback on goal accomplishment.Reward goal accomplishment.29
Process Theories of MotivationSlide30
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Goal-setting theory Participation in goal setting:unlocks the motivational potential of goal setting.management by objectives (MBO) promotes participation.when participation is not possible, workers will respond positively if supervisory trust and support exist.30
Process Theories of MotivationSlide31
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Self-Efficacy Theory a person’s belief that he or she is capable of performing a taskCapability directly affects motivationhigher self-efficacy will have higher expectancy.self-efficacy is linked to performance goal setting.31
Process Theories of MotivationSlide32
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Self-Efficacy Theory Enactive mastery – person gains confidence through positive experienceVicarious modeling – learning by observing othersVerbal persuasion – encouragement from others that one can perform a taskEmotional arousal – high stimulation or energy to perform well in a situation32
Process Theories of MotivationSlide33
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Fundamentals of reinforcement theory: reinforcement theory focuses on the impact of external environmental consequences on behaviour.Law of effect: impact of type of consequence on future behaviour.Operant conditioning:Developed by B.F. Skinner.Applies law of effect to control behaviour by manipulating its consequences.Reinforcement Theory of Motivation
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Operant conditioning strategies:Positive reinforcement - Increases the frequency of a behaviour through the contingent presentation of a pleasant consequence.Negative reinforcement - Increases the frequency of a behaviour through the contingent removal of an unpleasant consequence.34
Reinforcement Theory of MotivationSlide35
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Operant conditioning strategies:Punishment - Decreases the frequency of a behaviour through the contingent presentation of an unpleasant consequence.Extinction - Decreases the frequency of a behaviour through the contingent removal of an pleasant consequence.35
Reinforcement Theory of MotivationSlide36
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Successful implementation of positive reinforcement is based onLaw of contingent reinforcement — Reward delivered only if desired behaviour is exhibited.Law of immediate reinforcement — More immediate the delivery of a reward, the more reinforcement value it has.36
Reinforcement Theory of MotivationSlide37
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Guidelines for using positive reinforcement:Clearly identify desired work behaviours.Maintain a diverse inventory of rewards.Inform everyone about what must be done to get rewards.Recognize individual differences when allocating rewards.Follow the laws of immediate and contingent reinforcement.37
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Schedules of reinforcement:Continuous reinforcement administers a reward each time a desired behaviour occurs.Intermittent reinforcement rewards behaviour only periodically.38
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Guidelines for using punishment:Tell the person what is being done wrong.Tell the person what is being done right.Match the punishment to the behaviour.Administer punishment in private.Follow laws of immediate and contingent reinforcement.39
Reinforcement Theory of MotivationSlide40
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Figure 14.7 Applying reinforcement strategies: case of total quality management.40Slide41
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JobA collection of tasks performed in support of organizational objectives.Job designThe process of creating or defining jobs by assigning specific work tasks to individuals and groups.Jobs should be designed so that both performance and satisfaction result.Motivation and Job Design41Slide42
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Job simplificationStandardizing work procedures and employing people in well-defined and highly specialized tasks.Simplified jobs are narrow in job scope and low in job depth.AutomationTotal mechanization of a job.Most extreme form of job simplification.42
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Potential advantages of job simplification:Easier and quicker training of workers.Workers are less difficult to supervise.Workers are easier to replace.Development of expertise in doing repetitive tasks.Potential disadvantages of job simplification:Productivity suffers.Cost increases due to absenteeism/ turnover of unhappy workers.
Poor performance may result from worker boredom/ alienation.43
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Figure 14.8 Basic job design alternatives.44Slide45
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Job rotation and job enlargement:Expands job scope.Job rotationIncreases task variety by periodically shifting workers among jobs involving different task assignments.Job enlargementIncreases task variety by combining two or more tasks previously assigned to separate workers.Horizontal loading.45
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Job enrichmentBuilding more opportunities for satisfaction into a job by expanding its content.Expands both job scope and job depth.Frequently accomplished through vertical loading.46
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Critical psychological states: Experienced meaningfulness of work.Experienced responsibilities for work outcomes.Knowledge of actual results of work activities.47
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Core job characteristics:Skill variety.Task identity.Task significance.Autonomy.Feedback.48
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Figure 14.9 Job design essentials characteristics model49Slide50
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Improving core job characteristics:Form natural units of work.Combine tasks.Establish client relationships.Open feedback channels.Practice vertical loading.50
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Flexible working hoursAny work schedule that gives employees some choice in the pattern of their daily work hours.Core time — all employees must be at work.Flextime — allows employees to schedule around personal and family responsibilities.51
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Potential benefits of flexible working hours:People have greater autonomy in work scheduling while ensuring maintenance of work responsibilities.Organizations can attract and retain employees who have special non-work responsibilities.Worker morale may be improved.52
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Compressed workweekAny work schedule that allows a full-time job to be completed in less than the standard 5 days of 8-hour shifts.Benefits — more leisure time, lower commuting costs, lower absenteeism, and potentially improved performance.Disadvantages — increased fatigue, family adjustment problems, increased scheduling problems, possible customer complaints, and union opposition.53
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Job sharingOne full-time job is split between two or more persons.TelecommutingA work arrangement that allows a portion of scheduled work hours to be completed outside of the office.HotellingVirtual offices54
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Potential advantages of telecommuting:Freedom fromConstraints of commuting.Fixed hours.Special work attire.Direct contact with supervisors.Increased productivity.Fewer distractions.Being one’s own boss.Having more personal time.55
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Potential disadvantages of telecommuting:Working too much.Having less personal time.Difficulty in separating work and personal life.Less time for family.Feelings of isolation.Loss of visibility for promotion.Difficulties supervising work-at-home employees from a distance.56
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Part-time workWork done on any schedule less than the standard 40-hour workweek and does not qualify person as a full-time employee.Contingency workersPart-time workers who supplement the full-time workforce, often on a long-term basis.Now constitute 30 percent of the American workforce.57
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Implications of part-time work:Provides employers with flexibility in controlling labour costs and dealing with cyclical labour demands.Temporary workers may lack commitment and be less productive.Contingency workers are often paid less and don’t receive important fringe benefits.58
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