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Motivation

Explore traditional and modern motivation theories, such as Maslow's Hierarchy of Needs, Hertzberg's Two-Factor Theory, and Goal Setting Theory, to enhance workplace productivity and satisfaction. Learn about motivation factors, individual needs, goal specificity, equity theory, and implementing effective reward systems. Discover practical applications, like empowerment strategies, alternative work arrangements, and diverse reward systems, to create a motivating work environment.

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Motivation

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  1. Motivation

  2. Motivation Background Theories • Traditional approach • Frederick Taylor – incentive pay • People can be motivated to do anything if the pay is right • Human Relations approach • Make people feel important and in control • Human Resources approach • Encourage participation • Create productive work environment

  3. Content Perspectives • Looks to answer, “what factors motivate people?” • Maslow’s Hierarchy of Needs • Physiological – lowest level • Security • Belongingness • Esteem • Self-actualization – highest level • ERG Theory (3 levels) • Existence needs • Relatedness needs • Growth needs • May regress if higher needs not met

  4. Motivation Factors(satisfiers – address 2nd) Achievements Recognition The work itself Responsibility Advancement & growth If have these, then one will be more satisfied and motivated Hygiene Factors(dissatisfiers – address 1st) Work conditions Pay and security Supervisors Interpersonal relations Policies and admin If don’t have these, one is dissatisfied Hertzberg’s Two-Factor Theory

  5. Individual Needs Practice • Need for achievement • Want visible recognition • 10% of U.S. population • Need for affiliation • Want to acceptance and to belong • Need for power • Want to control others

  6. Expectation Theory • Motivation depends upon: • How much we want something • How likely we think we are to get it • Examples • VP job, mail clerk, supervisory job • Effort -> Performance -> Outcomes/Valences • Effort-to-Performance Expectancy (0-1) • Performance-to-Outcome Expectancy (0-1) • Range of outcomes and values (valences) • E.g. pay raise, time off, promotion, praise • Examples

  7. Porter-Lawler Extensionof Expectation Theory • Say good performance may lead to satisfaction • Performance leads to • Extrinsic rewards (pay and promotion) • Intrinsic rewards (self-esteem) • One then compares rewards to effort put in • If rewards are equitable with the effort • Then employee is satisfied

  8. Equity Theory • People are motivated to seek social equity in their rewards • Treatment needs to be fair • People compare output/input • Don’t need to have same outcomes • As long as outcome relative to input is same • If one feels things are not equitable • May reduce input

  9. Goal Setting Theory • Assumes behavior is a result of conscious goals • Is it? • Goal characteristics • Goal difficulty • Goal specificity • (think SMART goals)

  10. Behavior Modification • Positive reinforcement • Awards, praise, raises • Negative reinforcement • Reprimands • Punishment • Employee will practice avoidance • Can do on certain schedules • Most powerful is a variable-ratio schedule

  11. Applying the Theories • Empowerment • Let workers set own goals, make decisions • Empowerment • Give workers a say in decisions • Boss becomes a ‘coach’ • Must be • Sincere • Committed • Patient

  12. Alternative Work Arrangements • Compressed work schedule • E.g. 40 hours in 4 days • Nine-eighty – 80 hours in 9 days • Flexible work schedules • Core hours • Job sharing • Telecommuting

  13. Reward Systems • Merit pay • Incentive plans • Piece-rate incentive • Part of compensation at risk • Sales commissions • Bonuses • May have corporate and individual components • Time off • Many people want visible rewards

  14. Team and Group Awards • Gainsharing plans • Share cost savings with employees • Awards • Plaque • Parking places • Profit sharing • ESOP • Stock options

  15. Executive Compensation • Base salary • Bonus • Deferred compensation • Stock • Stock options • Golden parachutes

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