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Chapter 13

Exploring Management. Chapter 13. Motivation. Chapter 13. How do human needs influence motivation to work? How do thought processes and decisions affect motivation to work? How does reinforcement influence motivation to work?. 13.1 Human Needs and Job Design.

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Chapter 13

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  1. Exploring Management Chapter 13 Motivation

  2. Chapter 13 • How do human needs influence motivation to work? • How do thought processes and decisions affect motivation to work? • How does reinforcement influence motivationto work?

  3. 13.1Human Needs and Job Design • Maslow described a hierarchy of needs topped by self-actualization • Alderfer’s ERG theory deals with existence, relatedness and growth needs • McClelland identified acquired needs for achievement, power and affiliation • Herzberg’s two-factor theory focuses on higher-order need satisfaction • The core characteristics model integrates motivation and job design

  4. HUMAN NEEDSMaslow’s Hierarchy • Motivation – level, direction and persistence of effort expended at work • Maslow’s hierarchy • Needs • Unfulfilled desires that stimulate people to act • Lower order needs • Physiological, safety and social needs • Higher order needs • Esteem and self-actualization

  5. HUMANNEEDSMaslow’s Hierarchy

  6. HUMANNEEDSAlderfer’s ERG Theory • Alderfer’s ERG Theory

  7. HUMANNEEDSMcClelland’s Acquired Needs • Three acquired needs that vary in strength among people

  8. HUMAN NEEDSMcClelland’s Acquired Needs • Two forms of need for power • Need for personal power • Need for social power

  9. HUMAN NEEDSHerzberg Two-Factor Theory

  10. JOB DESIGNCore Characteristics Model • Job design • Allocation of specific tasks to individuals and groups • Job enrichment • Adds opportunities for satisfying higher-order needs to a job by adding opportunities for planning and controlling work

  11. JOB DESIGN Core Characteristics Model

  12. JOB DESIGN Core Characteristics Model

  13. 13.2Thought Processes and Decisions • Equity theory explains how social comparisons motivate individual behavior • Expectancy theory considers motivation = expectancy x instrumentality x valence • Goal-setting theory shows that well-chosen and well-set goals can be motivating

  14. THOUGHT PROCESSES Equity Theory • Equity theory explains how social comparisons can motivate individual behavior • Perceived negative inequity • Attempt to restore equity by working less or quitting • Perceived positive inequity • Attempt to restore equity by extra effort

  15. THOUGHT PROCESSES Expectancy Theory • Expectancy theory considers motivation = expectancy x instrumentality x valence

  16. THOUGHT PROCESSES Expectancy Theory

  17. THOUGHT PROCESSES Goal Setting Theory • Goal-setting theory shows that well-chosen and well-set goals can be motivating

  18. 13.3Reinforcement • Operant conditioning influences behavior by controlling its consequences • Positive reinforcement connects desirable behavior with pleasant consequences • Punishment connects undesirable behavior with unpleasant consequences

  19. REINFORCEMENTLaw of Effect • The law of effect states that behavior followed by a pleasant consequence is likely to be repeated; behavior followed by an unpleasant consequence is unlikely to be repeated.

  20. REINFORCEMENTOperant Conditioning • Operant Conditioning – B. F. Skinner • Influences behavior by controlling its consequences. • Behavior that is rewarded is likely to be repeated • Behavior that receives an unpleasant consequence probably won’t be repeated.

  21. REINFORCEMENTPositive Reinforcement • Positive reinforcement • Strengthens positive behavior • Approval • Recognition • Rewards

  22. REINFORCEMENTNegative Reinforcement • Negative reinforcement • Unpleasant consequence is avoided if desirable behavior is exhibited • Extinction • Desired consequence is removed if undesirable behavior is exhibited • Punishment • Discourages a behavior by making an unpleasant consequence contingent on its occurrence

  23. REINFORCEMENTOperant Conditioning

  24. REINFORCEMENTPositive Reinforcement • Positive reinforcement connects desirable behavior with pleasant consequences • Law of contingent reinforcement • Reward only when desirable behavior is demonstrated • Law of immediate reinforcement • Reward immediately after the desirable behavior is demonstrated

  25. REINFORCEMENTPositive Reinforcement • Shaping • Creating a new behavior by positive reinforcement of similar behaviors • Continuous reinforcement • Reward every time behavior is exhibited • Intermittent reinforcement • Reward behavior periodically

  26. REINFORCEMENTPunishment • Punishment • Connects undesirable behavior with unpleasant consequences • Deny a reward • No raise/pay reduction • Reprimand

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