Transcript Motivation In Organizations

Understanding
Management
First Canadian Edition
Slides prepared by
Janice Edwards
College of the Rockies
Copyright © 2009 Nelson Education Ltd.
Chapter 12
Motivation in
Organizations
Copyright (c) 2009 Nelson Education Ltd.
12-2
Learning Objectives
1.
2.
3.
4.
Define motivation and explain the difference between
current approaches and traditional approaches to
motivation.
Identify and describe content theories of motivation
based on employee needs.
Identify and explain process theories of motivation.
Describe reinforcement theory and how it can be used
to motivate employees.
Copyright (c) 2009 Nelson Education Ltd.
12-3
Learning Objectives (Cont’d)
5.
6.
7.
Discuss major approaches to job design and
how job design influences motivation.
Explain how empowerment heightens employee
motivation.
Describe ways that managers can create a sense
of meaning and importance for employees at
work.
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12-4
Motivation
Internal or external forces in a person that arouse
enthusiasm and persistence to pursue a certain
course of action.
Intrinsic Rewards: The satisfaction received in the
process of performing an action.
Extrinsic Rewards: A reward given by another
person.
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12-5
Ex. 12.1
A Simple Model of Motivation
NEED-Creates desire to fulfill
needs (food, friendship,
recognition, achievement).
BEHAVIOURResults in actions
to fulfill needs.
REWARDS-Satisfy
needs; intrinsic or
extrinsic rewards.
FEEDBACK - Reward informs person whether
behaviour was appropriate and should be used again.
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12-6
Perspectives on Motivation
•
Traditional Approach
•
Human Relations Approach
•
Human Resource Approach
•
Contemporary Approach
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12-7
Contemporary Approach
Content Theories: a group of theories that
emphasize the needs that motivate people.
•
Hierarchy of Needs Theory
•
ERG Theory
•
Two-Factor Theory
• Acquired
Needs Theory
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12-8
Ex. 12.2
Maslow’s Hierarchy of Needs
Fulfillment off the Job
Need Hierarchy
Education, religion,hobbies
personal growth
Approval of family, friends,
community
Family, friends, community
groups
Freedom from war, pollution,
violence
Food, water, shelter
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Fulfillment on the Job
Opportunities for training,
Self-Actualization
Needs
advancement, growth, and creativity
Esteem Needs
Belongingness Needs
Safety Needs
Physiological Needs
Recognition, high status,
increased responsibilities
Work groups, clients,coworkers,
supervisors
Safe work,fringe benefits, job security
Heat, air, base salary
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ERG Theory
Growth Needs
human potential,
personal growth, and increased
competence
Relatedness Needs
the need for satisfactory relationships
with others
Existence Needs
the needs for physical well-being
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12-10
Ex. 12.4
Herzberg’s Two-Factor Theory
Area of Satisfaction
Area of Satisfaction
Highly
Satisfied
Neither
Satisfied nor
Dissatisfied
Motivators
Achievement
Recognition
Responsibility
Work
Personal growth
Motivators
influence level
of satisfaction.
Area of Dissatisfaction
Hygiene
Factors
Highly
Dissatisfied
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Working conditions
Pay and security
Company policies
Supervisors
Interpersonal
relationships
Hygiene Factors
influence level
of dissatisfaction.
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Process Theories
A group of theories that explain how
employees select behaviours with which to
meet their needs and determine whether their
choices were successful.
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12-12
Process Theories (Cont’d)
Equity Theory
•
Focuses on individuals’ perceptions of how fairly
they are treated compared with others.
•
Motivated to seek social equity in the rewards they
expect for performance.
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12-13
Equity
Equity is when the ratio of one person’s outcomes to
inputs equals that of another’s.
Most common methods for reducing perceived inequities:
• Change inputs
• Change outcomes
• Distort perceptions
• Leave the job
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12-14
Process Theories (Cont’d)
Expectancy Theory
• Motivation depends on individuals’ expectations about
their ability to perform tasks and receive desired
rewards.
• Concerned not with identifying types of needs but
with the thinking process that individuals use to
achieve rewards.
• Based on the effort, performance, and desirability of
outcomes.
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12-15
Ex. 12.5
Major Elements of Expectancy Theory
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12-16
Reinforcement Perspective on Motivation
Reinforcement Tools:
• Positive reinforcement in the administration of a
pleasant and rewarding consequence.
• Avoidance learning is the removal of an unpleasant
consequence following a desired behaviour.
• Punishment is the imposition of unpleasant outcomes
on an employee.
• Extinction is the withdrawal of a positive reward;
behaviour is no longer reinforced and hence is less
likely to occur in the future.
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12-17
Ex. 12.6
Changing Behaviour with Reinforcement
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12-18
Ex. 12.7
Schedules of Reinforcement
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12-19
Types of Job Design
•
Job Simplification
•
Job Rotation
•
Job Enlargement
•
Job Enrichment
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12-20
Figure 12.11
A Continuum of Empowerment
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12-21