Presentations text content in Module 11
Slide1
Module 11 – Motivation
Chapter 10
Slide2Learning Objectives
LO 1 Identify the kinds of behaviors managers need to motivate peopleLO 2 List principles for setting goals that motivate employeesLO 3 Summarize how to reward good performance effectivelyLO 4 Describe the key beliefs that affect peoples’ motivation
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Slide3Learning Objectives (cont.)
LO 5 Discuss ways in which people’s individual needs affect their behaviorLO 6 Define ways to create jobs that motivateLO 7 Summarize how people assess fairness and how to achieve itLO 8 Identify causes and consequences of a satisfied workforceOffice Space TPS Reports
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Slide4Motivation
Definition
Caveats
Slide5People Skills
Slide6Office Space Interview
Slide7Slide8Motivation Process
Behavior
Goals
Needs
Satisfied?
?
Slide9Theory X
Inherent dislike of work
Job less important than $$$$
Self-centered
Follow, don’t lead
No self-direction, self-control
Slide10Traditional View
Slide11Slide12But sometimes…..
Slide132 schools of thought
Content theories
It’s (almost) all within
Process theories
It’s (almost) all the environment
Slide14Content theories
Overview
External environment plays a role
Primary needs
Secondary needs
Maslow
Alderger
McClelland
Slide15Maslow’s Need Hierarchy
“Ego” also known as “esteem”
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Slide16Alderfer’s ERG Theory
DefinitionExistence needs Relatedness needs Growth needs
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Slide17McClelland’s Needs
Need for achievement strong orientation toward accomplishment and an obsession with success and goal attainmentNeed for affiliation reflects a strong desire to be liked by other peopleNeed for power a desire to influence or control other people
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Slide18Slide19Process theories
Herzberg
See text
Expectancy Theory
Equity Theory
“There is nothing so practical as a good theory”
Slide20Expectancy Theory
Major components
Choice
Expectancy
Instrumentality
Valence (preferences)
Slide21Porter and Lawler
Slide22Porter and Lawler
Slide23Porter-Lawler Expectancy Theory
Extrinsic
Motivation
Effort
Intrinsic
Ability
Resources
Satisfaction?
Performance
EXPECTANCY
INSTRUMENTALITY
VALENCE
Slide24Satisfaction is relative……..
Equity theory
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Slide25Satisfaction is relative……..
Best paid
player
in NFL
Offered $7-$10m, $20m guaranteed
Demanded $13m, $35m guaranteed
Slide26Slide27Assumption #1
Slide28Assumption #2
Slide29Assumption #3
Slide30Assumption #4
Slide31Managerial Implications of Expectancy Theory
Increase expectanciesIdentify positively valent outcomesMake performance instrumental toward positive outcomes
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Slide32Key Extensions
Intrinsic
long lasting
more
effective
Extrinsic:
High valence
Based on identifiable, recognizable criteria
Performance is measurable
Understandable
Sufficient variation in magnitude
Slide33Summary
Can’t motivate anyone
Create environment allowing self-motivation
Offer freedom, discretion, autonomy
Motivation can overcome skill deficits
Slide34You and the environment (non-green)
Goal-setting theory
Slide35And then you……
Reinforcement theorySee textSchedule of reinforcement
Slide36And then you……
Job enrichment
Slide37And now…………
The way it used to be........
Slide38Job Rotation, Enlargement, and Enrichment
Job enrichmentFundamental changeJob rotationChanging from one routine task to another to alleviate boredomJob enlargementGiving people additional tasks at the same time to alleviate boredom.
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Module 11
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