Motivatio n and Performan ce chapter thirteen Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
Jan 08, 2018
Motivation and
Performance
chapter thirteen
Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
Learning Objectives
1. Explain what motivation is and why managers need to be concerned about it.
2. Describe from the perspectives of expectancy theory and equity theory what managers should do to have a highly motivated workforce.
3. Explain how goals and needs motivate people and what kinds of goals are especially likely to result in high performance.
4. Identify the motivation lessons that managers can learn from operant conditioning theory and social learning theory.
5. Explain why and how managers can use pay as a major motivation tool.
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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
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Outcomes and Inputs
Outcome Anything a person gets
from a job or an organization
Pay, job security, benefits, vacation time
Input Anything a person
contributes to his or her job or organization
Time, effort, skills, knowledge, work behaviors
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The Motivation Equation
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Figure 13.1
Expectancy Theory
Expectancy theory The theory that motivation will be high when
workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes.
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Expectancy, Instrumentality, and Valence
Figure 13.2
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Maslow’s Hierarchy of Needs
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Table 13.1
Alderfer’s ERG Theory
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Table 13.2
Herzberg’s Motivation-Hygiene Theory
Motivator needs relate to the nature of the work itself—autonomy, responsibility, interesting work.
Hygiene needs are related to the physical and psychological context of the work—comfortable work environment, pay, job security.
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McClelland’s Needs for Achievement, Affiliation, and Power
Need for Achievement The extent to which an individual has a strong
desire to perform challenging tasks well and to meet personal standards for excellence.
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Equity Theory
Equity Theory A theory of motivation
that focuses on people’s perceptions of the fairness of their work outcomes relative to their work inputs.
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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.
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Steps in Organizational Behavior Modification
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Figure 13.4
Salary Increase or Bonus?
Employee Stock Option A financial instrument
that entitles the bearer to buy shares of an organization’s stock at a certain price during a certain period of time or under certain conditions.
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