Motivations

Jumie Rose Botante(Presenter)

CHAPTER 13

and

MOTIVATION 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

EFFORTRefers to how hard people work

PERSISTENCE Refers to whether, when faced with roadblocks

and obstacles, people keep trying or give up.

MOTIVATIONS AND PERFORMANCE

INTRINSICALLY MOTIVATED Behavior is behavior that is performed for its own sake; the source of motivation is actually performing the behavior, and motivation comes from doing the work itself.


EXTRINSICALLY MOTIVATEDBehavior that is performed to acquire material or social rewards or to avoid punishment;

the source of motivation is the consequences of the behavior, not the behavior itself.


EXPECTANCY THEORYOne of the most popular theories of work motivation because it focuses on all three parts of the motivation equation: inputs, performance, and outcomes..



NEEDIs a requirement or necessity for survival and well-being.

NEED THEORYComplements expectancy theory by exploring in depth which outcomes

motivate people to perform at a high level.

MASLOW’S HIERARCHY OF NEEDSProposed that all people seek to satisfy five basic kinds of needs


ALDERFER’S ERG THEORYThree universal categories:

Existence, Relatedness, and Growth


HERZBERG’S MOTIVATOR-HYGIENE THEORY

MOTIVATOR NEEDS Are related to the nature of the work itself and how challenging it is.


HYGIENE NEEDS Are related to the physical and psychological context in which the work is performed.


NEED FOR ACHIEVEMENTIs the extent to which an individual has a strong desire to perform challenging

tasks well and to meet personal standards for excellence.

NEED FOR AFFILIATIONIs the extent to which an individual is concerned about establishing and

maintaining good interpersonal relations.

NEED FOR POWERis the extent to which an individual desires to control or influence others

EQUITY THEORYIs a theory of motivation that concentrates on people’s perceptions of the fairness of their

work outcomes relative to, or in proportion to, their work inputs.

EQUITY Exists when a person perceives his or

her own outcome–input ratio to be equal to a referent’s outcome–input

ratio.

INEQUITYOr lack of fairness, exists when a person’s outcome–input ratio is not perceived to

be equal to a referent’s.



UNDERPAYMENT INEQUITYExists when a person’s own

outcome–input ratio is perceived to be less than that of a referent

OVERPAYMENT INEQUITYexists when a person perceives that

his or her own outcome–input ratio is greater than that of a referent.

GOAL SETTING THEORY A theory that focuses on identifying the types of goals

that are most effective in producing high levels of motivation and performance and explaining

why goals have these effects

GOALIs what a person is trying to accomplish through

his or her efforts and behaviors.



LEARNING THEORIESFocus on increasing employee motivation and performance by linking the outcomes that employees receive to the performance of desired behaviors and the attainment of goals.

LEARNING A relatively permanent change in knowledge or behavior that results

From practice or experience

OPERANT CONDITIONING THEORYTheory that people learn to perform behaviors that lead to desired consequences

and learn not to perform behaviors that lead to undesired consequences

POSITITVE REINFORCEMENTGiving people outcomes they desire when they perform functional behaviors.


NEGATIVE REINFORCEMENTEliminating or removing undesired outcomes when people perform organizationally

functional behaviors.


EXTINCTION Performance of dysfunctional behaviors by eliminating whatever is reinforcing them.

PUNISHMENT Administering an undesired or negative

consequence when Dysfunctional behavior occurs.

ORGANIZATIONAL BEHAVIOR MODIFICATION (OB MOD)The systematic application of operant conditioning techniques to promote the

performance of organizationally functional behaviors and discourage the performance of dysfunctional behaviors


SOCIAL LEARNING THEORY A theory that takes into account how learning and motivation are influenced by people’s thoughts and beliefs and their observations of other people’s behaviour

VICARIOUS LEARNING( OBSERVATIONAL LEARNING)Learning that occurs when the learner becomes motivated to perform a behavior

by watching another person performing it and being reinforced for doing so

SELF- REINFORCER Any desired or attractive outcome or reward that a person gives to himself or

herself for good performance.


SELF- EFFICACY A person’s belief about his or her ability to perform a behavior successfully.

MERIT PAY PLANA compensation plan that bases pay on performance.


EMPLOYEE STOCK OPTIONA financial instrument that entitles the bearer to buy shares of an organization’s

stock at a certain price during a certain period or under certain conditions.

EXAMPLES OF MERIT PAY PLAN


PIECE-RATE PAY An individual-based merit plan, which managers base employees’ pay on the

number of units each employee produces

COMISSION PAYAnother individual-based merit pay plan, managers base pay ona percentage of sales.

PROFIT SHARING Employees receive a share of an

organization’s profits.

Chapter 14

LEADERSHIP

LEADERSHIP The process by which an individual exerts influence over other people and

inspires, motivates, and directs their activities to help achieve group or organizational goals.

LEADERAn individual who is able to exert influence over other people to help achieve

group or organizational goals.

LEADERSHIP

POWERThe key to leadership which can come from a variety of sources

LEADERSHIP

PERSONAL LEADERSHIP STYLEthat is, the specific ways in which a manager chooses

to influence other people

SERVANT LEADERA leader who has a strong desire to serve and

work for the benefit of others.

LEADERSHIPT STYLES ACROSS CULTURESSome evidence suggests that leadership styles vary not only among individuals

but also among countries or cultures

LEADERSHIP

LEADERSHIP

LEADERSHIP

LEADERSHIP

POWER Legitimate power is the authority a manager has by virtue

of his or her position in an organization’s hierarchy

LEADERSHIP

REWARD POWERIs the ability of a manager to give or withhold tangible

rewards (pay raises, bonuses, choice job assignments) and intangible rewards (verbal praise, a pat on the back, respect)


COERCIVE POWERIs the ability of a manager to punish others. Punishmentcan range from verbal reprimands to reductions in pay


EXPERT POWERIs based on the special knowledge, skills, and expertise

that a leader possesses. The nature of expert power varies, depending on the leader’s level in the hierarchy.


REFERENT POWERis more informal than the other kinds of power.

Referent power is a function of the personal characteristics of a leader; it is the power thatcomes from subordinates’ and coworkers’ respect,

admiration, and loyalty

LEADERSHIP

EMPOWERMENTThe process of giving employees at all levels the authority to make decisions,

be responsible for their outcomes, improve quality, and cut costs.

LEADERSHIP

TRAITS AND BEHAVIORS OF MODELS OF LEADERSHIP

LEADERSHIP

TRAIT MODELFocused on identifying the personal characteristics that cause

effective leadership.

LEADERSHIP

BEHAVIOR MODELLeaders engage in consideration when they show their subordinates

that they trust, respect, and care about them. Managers who truly look out for the wellbeing of their subordinates, and do what they can to

help subordinates feel good


CONTINGENCY Takes into account the situation or context within which

leadership occurs.

LEADERSHIP

FIEDLER’S CONTINGENCY MODELHelps explain why a manager may be an effective leader in one

situation and ineffective in another; It also suggests which kinds of managers are likely to be

most effective in which situations.

LEADERSHIP

RELATIONSHIP- ORIENTED LEADERSLeaders whose primary concern is to develop good relationships with their

subordinates and to be liked by them.

LEADERSHIP

TASK- ORIENTED LEADERSLeaders whose primary concern is to ensure that subordinates

perform at a high level.

LEADER-MEMBER RELATIONSThe extent to which followers like, trust, and are loyal to their leader

LEADERSHIP

TASK STRUCTUREThe extent to which the work to be performed is clear-cut so that a

leader’s subordinates know what needs to be accomplishedand how to go about doing it;

POSITION POWERThe amount of legitimate, reward, and coercive power that a leader has by

virtue of his or her position in an organization;

PATH- GOAL THEORYLeadership proposing that leaders can motivate subordinates by identifying their desired outcomes, rewarding them for high performance and the attainment of

work goals with these desired outcomes.

LEADERSHIP

LEADERSHIP SUBSTITUTEIs something that acts in place of the influence of a leader and makes leadership

unnecessary. Managers do not have to play a leadership role

TRANSFORMATIONAL LEADERSHIPLeadership that makes subordinates aware of the importance of their

jobs and performance to the organization and aware of their own needs for personal growth and that motivates subordinates to work for the

good of the organization

LEADERSHIP

CHARISMATIC LEADERAn enthusiastic, self-confident leader who is able to clearlycommunicate his or her vision of how good things could be.

INTELLECTUAL STIMULATIONBehavior a leader engages in to make followers aware of problems and view

these problems in new ways, consistent with the leader’s vision.

LEADERSHIP

DEVELOPMENTAL CONSIDERATIONBehavior a leader engages in to support and

encourage followers andhelp them develop and grow on the job.

TRANSACTIONAL LEADERSHIPLeadership that motivates subordinates

by rewarding them for high performance and reprimanding them for low

performance

GENDER AND LEADERSHIPResearch suggests that male and female managers who have leadership positions in

organizations behave in similar ways.Women do not engage in more consideration than men, and men do not engage in more

initiating structure than women. Leadership styles may vary.

LEADERSHIP

EMOTIONAL INTELLIGENCE AND LEADERSHIPA leader’s level of emotional intelligence may play a particularly important

role in leadership effectiveness. Emotional intelligence also plays a crucial role in how leaders relate to and deal with their

followers, particularly when it comes to encouraging followers to be creative.

LEADERSHIP

Motivations

Education