McGraw-Hill/Irwin 2010 Modified by Jackie Kroening 2011
MOTIVATION:
INCREASING PRODUCTIVITY
Chapter 6
Parts taken from Human Relations 4ed
What is Motivation
Motivation is the willingness to make an effort toward accomplishment.
Organizational climate is the emotional weather within an organization that affects worker morale, attitudes, stress levels, and communication.
Morale is the overall mood of an individual or group, based on attitudes and satisfaction.
Parts taken from Human Relations 4ed
Extrinsic rewards are intended to provide motivational incentives. Salary Bonuses Promotions and praise High grades in classes
What is Motivation
Parts taken from Human Relations 4ed
Intrinsic rewards are internal factors related to the value of work. The amount of creativity allowed. Degree of responsibility. Satisfaction of helping others. A work ethic. A sense of self-identity, self-fulfillment, and
self-worth. The social value of work. Social and community roles.
What is Motivation
Parts taken from Human Relations 4ed
Assumptions of Maslow’s theory Unsatisfied needs motivate or influence a
person’s behavior. Satisfied needs do not motivate the person’s
behavior. Needs are arranged by order of importance. A need in the hierarchy will not be a motivator
until those below it are already satisfied.
Need-Based Theories of Motivation
Parts taken from Human Relations 4ed
Esteem needsNeed for self-esteem,
achievement, competence,and independence; need for
recognition and respect from others
Belongingness and love needsNeed to love and be loved, to belong
and be accepted; need to avoid loneliness and alienation
begins at the base with physiological needs that must be satisfied first
then higher-level safety needs become active that must be satisfied
then belonging needs become active
beyond this lies esteem needs
beyond this lies the need to actualize one’s full unique potential
** Maslow’s Hierarchy of Needs **
Self-actualization needsNeed to live up to one’s
fullest and unique potential
Safety needsNeed to feel that the world is organized and
predictable; need to feel safe, secure, and stable
Physiological needsNeed to satisfy hunger and thirst
Parts taken from Human Relations 4ed
Alderfer’s ERG theory Existence needs: Physical well-being as a
human. Relatedness needs: Part of esteem needs
that are external or socially fulfilling. Growth needs: Internal esteem needs.
Frustration-regression principle: People who fail to reach a higher need level become frustrated, regress to a lower need level, and stay there for some time.
Need-Based Theories of Motivation
Parts taken from Human Relations 4ed
McClelland’s Manifest Needs theory - All people have needs that motivate them in life and on the job. Power needs - Desired by individuals who
want to control and influence other people. Affiliation needs - Occur in people who want to
be accepted and liked by others. Achievement needs - Occur in people who are
goal oriented and take personal responsibility for achievements.
Need-Based Theories of Motivation
Parts taken from Human Relations 4ed
Herzberg’s Two-Factor Theory
Need-Based Theories of Motivation
Parts taken from Human Relations 4ed
Need-Based Theories of Motivation
Parts taken from Human Relations 4ed
Job enrichment as a motivator Factors necessary for job enrichment
to be effective: Skill variety - The opportunity and ability
to use different skills in one’s position at work.
Task identity - Worker’s perception of the meaningfulness of a job.
Need-Based Theories of Motivation
Parts taken from Human Relations 4ed
Task significance - Worker’s perception that the task directly affects other people’s work or lives.
Autonomy - Ability to act and make self decisions without undue interference from management.
Feedback- Allows individuals to know how well they are performing.
Need-Based Theories of Motivation
Parts taken from Human Relations 4ed
Need-Based Theories of Motivation
Hackman-Oldham JobEnrichment model
Parts taken from Human Relations 4ed
Behavior-Based Theories of Motivation
Expectancy theory Developed by Victor Vroom. Explains human behavior in
terms of people’s goals, choices, and the expectation that goals will be reached.
Its main concepts are expectancy, instrumentality, and valence.
Parts taken from Human Relations 4ed
Expectancy - Efforts would result in better performance.
Instrumentality - Something good (or bad) comes from an increase in effort.
Valence - The value a person places on a reward.
Behavior-Based Theories of Motivation
Parts taken from Human Relations 4ed
Reinforcement Theory and Behavior Modification
Reinforcement theory explains human behavior in terms of repetition. Behavior that is rewarded enough times is
repeated. Behavior that repeatedly receives no
reward will probably discontinue. The process of changing behavior because
of a reward, or a lack of reward, is called behavior modification.
Parts taken from Human Relations 4ed
Goal setting allows employees to set their own goals.
Employees’ commitment to goals increase by: Participation in the goal-setting process. Setting up challenging goals that are attainable,
specific, and attractive. Providing feedback. Rewarding employees.
Reinforcement and values help improve the feelings of value and worth in employees.
Reinforcement Theory and Behavior Modification
Parts taken from Human Relations 4ed
Motivation and Self-Esteem
Self-esteem and job performance Low self-esteem keeps an individual from
making risky decisions when job calls for creativity in decision making.
Person with low self-esteem may perform at exactly the level where others expect performance to be, so as not to threaten others’ values.
Parts taken from Human Relations 4ed
Strategies for Success
Applying McClelland’s theory: Take a look at Your needs. What you want in life. How the need areas apply in workplace.
Changing your behavior: Change a behavior or bad habit. Take small steps to reach your goal. Find a small reward to motivate you. Reward yourself to reinforce the desired behavior.