© Prentice Hall, 2002 16 - 1 Modern Management 9 th edition.

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Modern Management9th edition

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Objectives

• A basic understanding of human motivation

• Insights into various human needs

• An appreciation for the importance of motivating organization members

• An understanding of various motivation strategies

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THE MOTIVATION PROCESS

Defining Motivation

Process Theories of Motivation

The Needs-Goal Theory of Motivation

The Role of Individual Needs

The Vroom Expectancy Theory of Motivation

Motivation and Perceptions

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THE MOTIVATION PROCESS

Figure 16.1The needs-goal theory of motivation

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THE MOTIVATION PROCESS

Figure 16.2Vroom’s expectancy theory of motivation in equation form

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THE MOTIVATION PROCESS

Process Theories of Motivation (con’t)

Equity Theory of Motivation

Adams found these reactions to right an inequity:1. Change work inputs

2. Change compensation3. Change perception of inequality4. Quit job

Perceptions of inequities can arise in:Work assignments

PromotionsRatings reportsOffice assignmentsPay (most often)

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THE MOTIVATION PROCESS

Process Theories of Motivation (con’t)

The Porter-Lawler Theory of Motivation

Consistent with Needs-Goal and Vroom Expectancy theoriesbut provides a more complete description

The Motivation ProcessIn addition Porter-Lawler stresses:

1. Perceived value determined by both intrinsic and extrinsic rewards

2. Task accomplishment determined by:•Perception of requirements to perform task•Ability to perform task

3. Perceived fairness influences amount of satisfaction

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THE MOTIVATION PROCESS

Figure 16.3The Porter-Lawler theory of motivation

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THE MOTIVATION PROCESS

Content Theories of Motivation: Human Needs

Maslow’s Hierarchy of NeedsPhysiological

Security or safetySocialEsteemSelf-actualization

Alderfer’s ERG Theory1. Existence

2. Relatedness3. Growth

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THE MOTIVATION PROCESS

Figure 16.4Maslow’s hierarchy of needs

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THE MOTIVATION PROCESS

Content Theories of Motivation: Human Needs (con’t)

Argyris’ Maturity-Immaturity Continuum From infant’s To adult’s

1. State of passivity State of increasing activity

2. State of dependence on others State of relative independence

3. Being capable of behaving Being capable of behavingonly in a few ways in many different ways

4. Having erratic, casual, shallow, Having deeper, more lasting interestsand quickly dropped interests

5. Having a short time perspective Having much longer time perspective

6. Being in a subordinate position Aspiring to occupy equal / superordinate

7. Lack of self-awareness Awareness and control over self.

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THE MOTIVATION PROCESS

Content Theories of Motivation: Human Needs (con’t)

McClelland’s Acquired Needs Theory

Need for Achievement (nAch)

Need for Power (nPower)

Need for Affiliation (nAff)

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MOTIVATING ORGANIZATION MEMBERS

The Importance of Motivating Organization Members

Strategies for Motivating Organization Members

Managerial Communication

Theory X–Theory Y

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MOTIVATING ORGANIZATION MEMBERS

Figure 16.5Unsatisfied needs of organization members resulting in

either appropriate or inappropriate behavior.

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MOTIVATING ORGANIZATION MEMBERS

Strategies for MotivatingOrganization Members (con’t)

Job DesignEarlier Job Design Strategies

Job RotationJob Enlargement

Job EnrichmentHygieneMotivatingJob Enrichment and Productivity

FlextimeAdvantages of Flextime

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MOTIVATING ORGANIZATION MEMBERS

Table 16.1 Herzberg’s Hygiene Factors and Motivators

Dissatisfaction: Satisfaction:Hygiene or Maintenance Factors Motivating Factors

1. Company policy and administration 1. Opportunity for achievement

2. Supervision 2. Opportunity for recognition

3. Relationship with supervisor 3. Work itself

4. Relationship with peers 4. Responsibility

5. Working conditions 5. Advancement

6. Salary 6. Personal growth

7. Relationship with subordinates

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MOTIVATING ORGANIZATION MEMBERS

Figure 16.6Needs in Maslow’s hierarchy of needs that

desirable hygiene and motivating factors generally satisfy

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MOTIVATING ORGANIZATION MEMBERS

Table 16.2 Advantages and Disadvantages of Using Flextime Programs

AdvantagesImproved employee attitude and moraleAccommodation of working parentsDecreased tardinessFewer commuting problems—workers can avoid congested streets and highwaysAccommodation of those who wish to arrive at work before normal workday interruptions beginIncreased productionFacilitation of employees scheduling of medical, dental, and other types of appointmentsAccommodation of leisure-time activities of employeesDecreased absenteeismDecreased turnover

Disadvantages

Lack of supervision during some hours of work

Key people unavailable at certain times

Understaffing at times

Problem of accommodating employees whose output is the input for other employees

Employee abuse of flextime program

Difficulty in planning work schedules

Problem of keeping track of hours worked or accumulated

Inability to schedule meetings at convenient times

Inability to coordinate projects

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MOTIVATING ORGANIZATION MEMBERS

Strategies for MotivatingOrganization Members (con’t)

Behavior ModificationReinforcement

PositiveNegative

Punishment

Applying Behavior ModificationFeedback systemOther successful behavior modifications are:

1. Giving different rewards according to performance2. Telling workers what they are doing wrong3. Punishing workers privately 4. Always giving out earned rewards and punishments

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MOTIVATING ORGANIZATION MEMBERS

Strategies for MotivatingOrganization Members (con’t)

Likert’s Management Systems

System 1—Lack of confidence or trust in subordinatesSystem 2—Condescending master-to servant style confidence and trustSystem 3—Substantial confidenceSystem 4—Complete trust and confidence

Styles, Systems, and Productivity

Monetary Incentives

Nonmonetary Incentives

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MOTIVATING ORGANIZATION MEMBERS

Figure 16.7Comparative long-term and short-term effects of

system 1 and system 4 on organizational production.

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Chapter Sixteen

Questions