Prepared by Argie Butler Texas A&M University

1. PowerPoint Presentation to accompany Organizational Behavior 11th Edition Don Hellriegel and John W. Slocum, Jr. Chapter 5—Fundamentals of Motivation Prepared by Argie Butler Texas A&M University

2. Learning Objectives for AchievingMotivation in the Workplace • Explain the basic motivational process • Describe two basic human needs approaches to motivation • Explain how the design of jobs affect motivation • Describe the expectancy model of motivation • State how feelings of equity and inequity affect motivation Chapter 5: PowerPoint 5.1

3. Key Approaches to Motivation in the Workplace • Meeting basic human needs • Designing jobs that motivate people • Enhancing the belief that desired rewardscan be achieved • Treating people equitably Chapter 5: PowerPoint 5.2

4. Factors Necessary for Arousing Employee Motivation Individuals must be: • Attracted to jointhe organizationand remain in it • Allowed toperform thetasks for whichthey were hired • Stimulated to gobeyond routineperformance andbecome creativeand innovativein their work Plus Plus Chapter 5: PowerPoint 5.3

5. Core Phases of the MotivationalProcess (Figure 5.2) 1. Employeeidentifiesneeds. 2. Employeesearches forways to satisfythese needs. 3. Employeeselects goal-directedbehaviors. 6. Employeereassessesneeddeficiencies 5. Employeereceives eitherrewards orpunishments. 4. Employeeperforms Chapter 5: PowerPoint 5.4

6. Maslow’s Needs Hierarchy (Figure 5.3) Self-Actualization Esteem Affiliation Security Physiological Chapter 5: PowerPoint 5.5

7. Assumptions of Maslow’sNeeds Hierarchy • A satisfied need ceases to motivate behavior • Several needs affect a person’s behavior at any onetime • Lower level needs must be satisfied before higherlevel needs are activated • More ways to satisfy higher level needs than lowerlevel needs Chapter 5: PowerPoint 5.6

8. Using the Needs Hierarchy Model • Satisfaction of deficiency needs fosters physicaland psychological health • Satisfaction of growth needs helps developmentas a human being • If not blocked, higher level needs will emerge andmotivate behavior • Order of needs may be influenced by culture • Organizational position or team membership canfacilitate growth need satisfaction Chapter 5: PowerPoint 5.7

9. McClelland’s Learned Needs Power motive • Action that affects others’ behavior and has astrong emotional appeal Achievementmotive Learnedneeds • Compete againsta standard of excellence orprovide a uniquecontribution Affiliation motive • Establish, maintain,and restore closepersonal relation-ships withothers Chapter 5: PowerPoint 5.8

10. Using the AchievementMotivation Model • Provide periodic performance feedback to employees • Provide good role models • Help employees modify self-images • Guide employee aspirations in setting and attainingrealistic goals • Communicate that managerial success is relatedmore to power than to affiliation Chapter 5: PowerPoint 5.9

11. Motivator—Hygiene Model Motivator factors Hygiene factors • Work itself • Recognition • Advancement • Responsibility • Intrinsic to the job • Internal to the individual • Company policy andadministration • Technical supervision • Salary • Working conditions • Interpersonal relations • Extrinsic to the job Chapter 5: PowerPoint 5.10

12. Job Characteristics Enrichment Model (Figure 5.5) CriticalPsychological States Personal andWork Outcomes Core jobCharacteristics Skill variety Task variety Task significance Experiencedmeaningfulness ofthe work High internalwork motivation High qualitywork performance High satisfactionwith the work Low absenteeismand turnover Autonomy Experiencedresponsibility foroutcomes of the work Job Feedback Knowledge of theactual results of thework Individual Differences • Knowledge and skill • Growth-need strength • Satisfaction with contextual factors Chapter 5: PowerPoint 5.11

13. Basic Assumptions of theExpectancy Model • A combination of forces determines behavior • Individuals decide their own behaviors inorganizations • Different individuals have different needsand goals, and want different rewards • Individuals decide among alternatives basedon their perceptions Chapter 5: PowerPoint 5.12

14. Key Variables in theExpectancy Model • First-level outcomes—results of doing the job • Second-level outcomes—positive or negative events produced by first-level outcomes • Expectancy—effort-performance belief • Instrumentality—relationship between first-level and second-level outcomes. • Valence—preference for a second-level outcome Chapter 5: PowerPoint 5.13

15. Expectancy Model in Action(Figure 5.6) First-level Outcomes Second-level Outcomes Self-confidence Effort Attend class Study Take notes Prepare for exams Performance:Grade in Class A B C D F Self-esteem Personal happiness Overall GPA Expectancy Approval of others Instrumentality Respect of others Chapter 5: PowerPoint 5.14

16. Potential Problems of theExpectancy Model • Accurate measurement of effort is difficult • Importance of second-level outcomes hard to determine • Assumption that motivation is a conscious choice process • Works best in cultures that emphasize internal attribution(e.g. Canada, U.S.A., U.K.) rather than fatalism (e.g.Brazil, Iran, China) Chapter 5: PowerPoint 5.15

17. Organizational Uses of theExpectancy Model • Determine outcomes that each employee values • Define measurable performance levels • Ensure that desired performance can be attained • Link desired performance and employees’ outcomes • Remember that motivation is based on perceptions • Make sure changes in rewards are linked toemployee’s effort Chapter 5: PowerPoint 5.16

18. Examples of Inputs and Outcomes in Organizations (Table 5.3) INPUTS OUTCOMES • Age • Attendance • Interpersonal skills, communication skills • Job effort (long hours) • Level of education • Past experience • Challenging job assignments • Fringe benefits • Job perquisites (parking space or office location) • Job security • Monotony • Promotion Chapter 5: PowerPoint 5.17

19. Examples of Inputs and Outcomes in Organizations (Table 5.3) (continued) INPUTS OUTCOMES • Performance • Personal appearance • Seniority • Social status • Technical skills • Training • Recognition • Responsibility • Salary • Seniority benefits • Status symbols • Working conditions Chapter 5: PowerPoint 5.17

20. Inequity as a Motivational Process(Figure 5.7) Individualperceivesinequity Individualexperiencestension Individualwants toreducetension Individualtakesaction Chapter 5: PowerPoint 5.18

21. Ways to Reduce TensionProduced by Inequity • Actually change inputs • Actually change outcomes • Mentally distort inputs or outcomes • Leave organization or transfer to another department • Change the reference group • Distort others’ inputs or outcomes Chapter 5: PowerPoint 5.19

22. Decision-making Using Equity Theory • Procedural Justice • Emphasizes processes used to reach a decision • Focuses on fairness of rules and procedures • Fair procedures lead to high job satisfaction and performance • Organizational Citizenship Behavior • Employees going beyond what is formally required by the job • Focus on fair exchanges among employees Chapter 5: PowerPoint 5.20

23. Organizational Usesof the Equity Model • Treat employees fairly • People make decisions concerning equity after comparing themselves with others • Procedural justice influences perceptions of organizational fairness Chapter 5: PowerPoint 5.21