Human Motivation

1. MANAGEMENT Meeting and Exceeding Customer Expectations EIGHTH EDITION Human Motivation Prepared by Deborah Baker Texas Christian University

2. learning objectives • Discuss the factors that stimulate and influence motivation • Differentiate between content and process theories of motivation • List the five levels of needs according to Maslow and give an example of each • Discuss the impact of hygiene and motivation factors in the work environment • Explain the characteristics of a person with high-achievement needs • Identify the needs associated with ERG theory

3. learning objectives (continued) • Discuss the relationship between expectations and motivation • Explain the relationship between reinforcement and motivation • Explain how equity influences motivation • Explain how goals influence motivation • Discuss the importance of a manager’s philosophy of management in creating a positive work environment • Describe how managers can structure the environment to provide motivation

4. Challenge of Motivation Factors in the work environment contributing positively or negatively to workers’ physical and emotional well-being and job satisfaction Quality ofWork Life • Enhances workers’ dignity • Improves physical and emotional well-being • Enhances the satisfaction of individual achievement

5. Challenge of Motivation

6. Basics of Motivation 1 The result of the interaction of a person’s internalized needs and external influences that determine behavior Motivation • Concerned with: • what prompts people to act • what influences their choice of action • why they persist in acting in a certain way

7. Motivation Model 1

8. Factors in Choosing a Behavior 1. Past experiences 2. Environmental influences 3. Perceptions 1

9. Motivation Process from a Business Perspective 1 • Unsatisfied needs stimulate wants • Behavior is identified to satisfy the want • The individual takes action • The individual receives feedback

10. Integrated Motivational Model 1

11. Theories of Motivation 2 ContentTheories A group of motivation theories emphasizing the needs that motivate people A group of theories that explain how employees choose behaviors to meet their needs and how they determine whether their choices were successful Process Theories

12. Maslow’s Hierarchy of Needs 3 Four Premises • Only an unsatisfied need can influence behavior; a satisfied need is not a motivator • A person’s needs are arranged in a priority order of importance • A person will at least minimally satisfy each level of need before feeling the need at the next level • If need satisfaction is not maintained at any level, the unsatisfied need will become a priority once again

13. Maslow’s Hierarchy of Needs • Reaching Your Potential • Independence • Creativity • Self-Expression Self-Realization Needs • Responsibility • Self-Respect • Recognition • Sense of Accomplishment Esteem Needs • Companionship • Acceptance • Love and Affection • Group Membership Social Needs • Security for Self and Possessions • Avoidance of Risks • Avoidance of Harm • Avoidance of Pain Safety Needs • Food • Clothing • Shelter • Comfort • Self-Preservation Physical Needs 3

14. Herzberg’s Two-Factor Theory Motivators Hygiene Factors 4

15. Hygiene Factors Salary Job Security Working Conditions Status Company Policies Quality of Technical Supervision Quality of Interpersonal Relations 4

16. Motivation Factors Achievement Recognition Responsibility Advancement The Work Itself Possibility of Growth 4

17. Hygiene and Motivation Factors 4

18. McClelland & the Need for Achievement Achievement Power Affiliation 4 • A strong achievement need relates to how well individuals are motivated to perform their work • The achievement need can be strengthened by training

19. High Achiever 5 Characteristics • Performs a task because of a need for personal achievement • Prefers to take personal responsibility for solving problems • Prefers to set moderate goals that, with stretching, are achievable • Prefers immediate and concrete feedback about performance

20. Power-Motivated Person 5 Characteristics • Needs to acquire, exercise, and maintain influence over others • Competes with others if success will allow them to be dominant • Does not avoid confrontations

21. Affiliator 5 Characteristics • Wants to be liked by other people • Attempts to establish friendships • Seeks to avoid conflict • Prefers conciliation

22. Comparison of Theories 5

23. Alderfer’s ERG Theory Growth Relatedness Existence 6

24. Comparison of Theories 6

25. Behavior-Oriented Theories 7 Expectancy Theory Reinforcement Theory EquityTheory Goal-SettingTheory

26. Expectancy Theory ExpectancyTheory A motivation theory stating that three factors influence behavior: the value of rewards, the relationship of rewards to the necessary performance, and the effort required for performance 7

27. Expectancy Theory 1. Effort-performance link 2. Performance-reward link 3. Attractiveness 7

28. Model of Expectancy Theory OrganizationalRewards Behavior Motivation IndividualEffort Required IndividualPerformance OrganizationalRewards DomesticProblems 7

29. Behavior Motivation 7 • Understand that employees measure the value associated with the assignment • Find out what outcomes are perceived as desirable by employees and provide them • Make the job intrinsically rewarding • Effectively and clearly communicate behaviors and their outcomes • Link rewards to performance • Be aware that people and their goals, needs, desires, and performance levels differ • Strengthen each individual’s perceptions of his or her ability to execute desired behaviors and achieve outcomes by providing guidance and direction

30. Reinforcement Theory ReinforcementTheory A motivation theory that states a supervisor’s reactions and past rewards and penalties affect employees’ behavior 8

31. Reinforcement Theory Reinforcement ConsistentRewards Stimulus Manager’s Request ResponseIndividualBehavior Reward PositiveRecognition ResultsLearnedBehavior 8

32. Types of Reinforcement Positive Reinforcement Avoidance Extinction Punishment 8

33. Implications for Managers 8 • Tell individuals what they can do to get positive reinforcement • Tell individuals what they are doing wrong • Base rewards on performance • Administer the reinforcement as close in time to the behavior as possible • Recognize that failure to reward can also modify behavior

34. Equity Theory 9 A motivation theory stating that comparisons of relative input-outcome ratios influence behavior choices EquityTheory

35. Equity Theory Result:Equity Motivation toPerform Comparison:Self to Others Result:Inequity Motivation toRationalize, FightInequity, or Quit 9

36. Implications for Managers 9 • Employees are motivated by absolute and relative rewards • Employees make conscious comparisons of equity that influence their motivation levels • Managers need to recognize that perceptions of equity are not a one-time occurrence

37. Goal-Setting Theory 10 A motivation theory stating that behavior is influenced by goals, which tell employees what they need to do and how much effort they need to expend Goal-Setting Theory Approaches: • managers may set goals for employees or • employees and managers develop employee goals together

38. Implications for Managers 10 • Work with employees in setting goals • Make goals specific rather than general • Provide feedback on performance

39. Building a Philosophy of Management 11 A manager’s attitude about work and the people who perform it, which influences the motivation approaches he or she selects Philosophy ofManagement

40. Building a Philosophy of Management Theory X and Theory Y Argyris’s Maturity Theory Development of Management Expectations 11

41. Theory X and Theory Y 11 A philosophy of management with a negative perception of subordinates’ potential for and attitudes toward work Theory X A philosophy of management with a positive perception of subordinates’ potential for and attitudes toward work Theory Y

42. Argyris’s Maturity Theory People who have reached maturity… 11 • Tend to be active rather than passive • Are independent rather than dependent • Are self-aware rather than unaware • Are self-controlled rather than controlled by others

43. Argyris’s Concerns 11 A mature personality conflicts with organizations… • The formal chain of command limits self-determination • The span of control decreases a person’s self-determination • Unity of direction places objectives under the control of one manager • Specialization of labor limits initiative and self-determination

44. Development of Expectations 11 John L. Single reports that… • Subordinates do what they believe they are expected to do • Ineffective managers fail to develop high expectations for performance • Managers perceived as excellent create high performance expectations that their employees can fulfill

45. Incorporating Expectations Phase 1 Develop and communicate expectations of performance Phase 2 Be consistent in expectations and in communicating them 11

46. Managing for Motivation Treat people asindividuals Provide support Recognize and value diversity Empower employees Provide an effective reward system Redesign jobs Promote intrapreneurship Create flexibility in work 12

47. An Effective Reward System 12 Characteristics • Rewards must satisfy the basic needs of all employees • Rewards must be comparable to those offered by competitive organizations in the same area • Rewards must be equally available to people in the same positions and be distributed fairly and equitably • The reward system must be multifaceted

48. Job Redesign 12 • Requires a knowledge of and concern for human qualities • Requires knowledge of the qualities of jobs • Usually tailors a job to fit the person who must perform it

49. Approaches to Job Redesign JobEnlargement Increasing the variety or the number of tasks a job includes Job Rotation Temporarily assigning people to different jobs on a rotating basis Job Enrichment Designing a job to provide more responsibility, control, feedback, and authority 12

50. Elements of Job Enrichment Variety of tasks Task importance Task responsibility Feedback 12