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Ch 7 - Motivation

Ch 7 - Motivation. Part 1: Feb. 26, 2009. Motivation. Components include… Direction – Intensity (arousal) – Maintenance – Differs from performance Motives can conflict with each other Can be motivated by the work itself. Motivation Definitions.

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Ch 7 - Motivation

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  1. Ch 7 - Motivation Part 1: Feb. 26, 2009

  2. Motivation • Components include… • Direction – • Intensity (arousal) – • Maintenance – • Differs from performance • Motives can conflict with each other • Can be motivated by the work itself

  3. Motivation Definitions • An internal state that induces a person to engage in particular behaviors. • Concerns the conditions responsible for variations in intensity, quality, and direction of ongoing behavior. • Set of processes that drive people to behave in a way that directs, energizes, and sustains their work behavior.

  4. Theories: Need-based theories • Maslow’s Need Hierarchy • 5 basic needs arranged in hierarchy – we work our way up through them. • 1. Physiological • 2. Safety • 3. Social/Belonging • 4. Esteem • 5. Self-actualization

  5. Need-Based Theories (cont) • Alderfer’s ERG theory • Revised Maslow’s theory into 3 needs, met in any order • How does each match up w/Maslow’s levels? • 1. Existence – • 2. Relatedness – • 3. Growth – • Less restrictive theory – how so? • How can need theories be applied in orgs?

  6. Need theory applications • Best to help employees attain self-actualization • Example? • Promote health/fitness • Work/family balance • Financial security (safety needs) • Social opportunities • Examples? • Recognition to boost esteem (if link to behavior should help motivate) • Examples?

  7. Goal-setting Theory • Locke and Latham • Drives and directs behavior; makes clear what is expected • Self-efficacy impt in meeting goal; managers should choose realistic goals • Leads to goal commitment

  8. Applying goal-setting • Decades of research – How does each variable play a role? • Goal acceptance – • Difficulty of goals – • Specificity of goals – • Stretch goals • Vertical • Horizontal • Process of feedback -

  9. Goal-setting applications • Do not use: • Easy goals • Do your best goals • Involve the employees in setting goals • Although some cultural differences based on power distance • Example? • Problem – if linked with pay, incentive to choose easy goals

  10. Justice Theories • Adams’ Equity Theory - Importance of social comparisons • We’re motivated to attain equity • Compare our inputs & outcomes (ratio) to others’ ratios – perception is what counts • Equity if [our] I:O = [other] I:O • or if both are ‘underpaid’ or both ‘overpaid’

  11. Equity Theory (cont) • Underpayment Inequity if: • Our I > O and Other I = O • Our I > O and Other I < O • Overpayment Inequity if: • Our I = O and Other I > O • Our I < O and Other I > O…etc. • What do under- and overpayment lead to?

  12. Restoring Equity • Main options: • Potential for cultural diffs in application of equity theory?

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