Basic Motivation Concept.ppt

8/19/2019 Basic Motivation Concept.ppt

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ORGANIZATIONAL BEHAVIOR


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After studying chapter six and listening

to my lecture, you should be

able to: 1. Outline the motivation

process.2. Describe Maslow’s need

hierarchy.

3. Contrast Theory X and

Theory .!. Di""erentiate motivators

"rom hy#iene "actors.

$. %ist the characteristics

that hi#h achievers pre"er

in a &ob.

'. (ummari)e the types o"

#oals that increase

per"ormance.

L E

A

R

N I

N G

O B

J E C

T I V

E S


3/27

Defining Motivation

*ey +lements

1. ,ntensity- how hard a person tries

2. Direction- toward bene"icial #oal

3. ersistence- how lon# a person tries

*ey +lements

1. ,ntensity- how hard a person tries

2. Direction- toward bene"icial #oal

3. ersistence- how lon# a person tries


4/27

Going “Beyond the Fringe in Benefit!" E!#e$ia%%y &reative Re'ard

(ra$ti$e!

Company

/pple Computer

ubli0 (uper Marets

/dvanta Corporation

estin otels

orthin#ton ,ndustries

4eader’s Di#est

itney 5owes

(teelcase

Delta /irlines

Reward

(toc purchase options

artial ownership in the company

Opportunity to help train new employees

6ree meals while on the &ob

aircuts "or 72 while at wor

6ridays o"" durin# the month o" May

Courses in real estate8 #ol"8 paintin#8 photo#raphy8 and cae decoratin#

/ccess to campin# "acilities and e9uipment

6ree airline travel "or employees and spouses

SAS Company???


5/27

Theory ) and Theory * +Do,g%a! M$Gregor-


6/27

Need Hierar$hy Theory

hysiolo#ical needs

(a"ety needs

(ocial needs

+steem needs

(el":actuali)ation

needs

%ower:order needs

i#her:order needs


7/27

T'o.Fa$tor Theory +Frederi$/ Her01erg-


8/27

&o2#ari!on of

3ati!fier! and

Di!!ati!fier!

6actors characteri)in# eventson the &ob that led to e0treme

&ob dissatis"action

6actors characteri)in# events

on the &ob that led to e0treme &ob satis"action


9/27

Overvie' of E4#e$tan$y Theory

+""ort

+0pectancy ,nstrumentality;alence o"

reward

er"ormance 4eward

MOTIVATION 4ole perceptionsand opportunities

/bilitiesand traits


10/27

E5,ity Theory" A 3,22ary and E4a2#%e

,=+>?,T/5%+ 4+%/T,O=(,/ndy is

overpaid

compared to 5ill

5ill isunderpaid

compared to /ndy

5ill’s outcomes@72$8AAAByear5ill’s inputs

@!A hoursBwee

/ndy’s outcomes@73A8AAAByear/ndy’s inputs@!A hourBwee

/ndy "eels guilty 5ill "eels angry

+>?,T/5%+ 4+%/T,O=(,

/ndy’s outcomes@73A8AAAByear/ndy’s inputs@!A hourBwee

/ndy is equitably paid compared to 5ill

5ill’s outcomes@73A8AAAByear5ill’s inputs

@!A hoursBwee

5ill is equitably paid compared to /ndy

5ill "eelssatisfied

/ndy "eelssatisfied


11/27

Goa%.3etting Theory +Ed'in Lo$/e-


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oal (ettin#- (ome ,mpressive +""ects

. e r c

e n t a # e o " M a 0 i m u m 2 e i # h t

C a r r i e d o n + a c h

T r i p

Before goal After oal

6our:ee eriods

$A

'A

EA

FA

GA

1AA

1 2 ! $ ' E F G 1A 11 12!even

"ears #ater

G!

There was a dramaticimprovement in per:"ormance a"ter a #oal

was set

er"ormance at the #oal levelwas sustained seven years a"ter

the #oal was "irst set

oal level

3


13/27

ERG Theory +&%ayton A%derfer-

Core =eeds

+0istence- provision o"basic materialre9uirements.

4elatedness- desire "orrelationships.

rowth- desire "orpersonal development.

Core =eeds

+0istence- provision o"basic materialre9uirements.

4elatedness- desire "orrelationships.

rowth- desire "orpersonal development.

Concepts-

More than one need can

be operative at the sametime.

," a hi#her:level needcannot be "ul"illed8 thedesire to satis"y a lower:

level need increases.

Concepts-

More than one need can

be operative at the sametime.

," a hi#her:level needcannot be "ul"illed8 thedesire to satis"y a lower:level need increases.


14/27

David M$&%e%%and6! Theory of Need!

nAch

nPow

nAff


15/27

Mat$hing A$hiever! and 7o1!


16/27

&ognitive Eva%,ation Theory


17/27

Reinfor$e2ent Theory

Concepts-

5ehavior is environmentally caused.

5ehavior can be modi"ied @rein"orced by

providin# @controllin# conse9uences.

4ein"orced behavior tends to be repeated.

Concepts-

5ehavior is environmentally caused.

5ehavior can be modi"ied @rein"orced by

providin# @controllin# conse9uences.4ein"orced behavior tends to be repeated.


18/27

F%o' and Intrin!i$ Motivation Theory


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8en Tho2a!6! Mode% of Intrin!i$ Motivation

+mployees are intrinsically motivated whenrewards an employee #ets "rom wor result "rom-

– Choice– the ability to freely self-select andperform task activities.

– Competence– the sense of accomplishmentfrom skillfully performing chosen tasks oractivities.

– Meaningfulness– pursuing a task that mattersin the larger scheme of things.

– !og!ess– the feeling of signicantadvancement in achieving the task’s purpose.


20/27

E5,ity Theory

4e"erentComparisons-

(el":inside

(el":outsideOther:inside

Other:outside

4e"erentComparisons-

(el":inside

(el":outside

Other:inside

Other:outside


21/27

E5,ity Theory +$ont6d-

+ X , 5 , T "#$


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Choices "or dealin# with ine9uity-

1. Chan#e inputs @slac o""

2. Chan#e outcomes @increase output

3. DistortBchan#e perceptions o" sel"

!. DistortBchan#e perceptions o" others

$. Choose a di""erent re"erent person'. %eave the "ield @9uit the &ob

Choices "or dealin# with ine9uity-

1. Chan#e inputs @slac o""

2. Chan#e outcomes @increase output3. DistortBchan#e perceptions o" sel"

!. DistortBchan#e perceptions o" others

$. Choose a di""erent re"erent person'. %eave the "ield @9uit the &ob


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ropositions relatin# to ine9uitable pay-

1. Overrewarded employees produce morethan e9uitably rewarded employees.

2. Overrewarded employees produce less8 butdo hi#her 9uality piece wor.

3. ?nderrewarded hourly employees producelower 9uality wor.

!. ?nderrewarded employees produce lar#er9uantities o" lower:9uality piece wor thane9uitably rewarded employees

ropositions relatin# to ine9uitable pay-

1. Overrewarded employees produce morethan e9uitably rewarded employees.

2. Overrewarded employees produce less8 butdo hi#her 9uality piece wor.

3. ?nderrewarded hourly employees producelower 9uality wor.

!. ?nderrewarded employees produce lar#er9uantities o" lower:9uality piece wor thane9uitably rewarded employees


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25/27

E4#e$tan$y Theory

+ X , 5 , T "#%


26/27

(erfor2an$e Di2en!ion!

+ X , 5 , T "#&


27/27

Integrating

&onte2#orary

Theorie! of

Motivation

+ X , 5 , T

Basic Motivation Concept.ppt

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