DISCUSSION MAN2021

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CHAPTER 9 Motivation

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Learning Objectives

1. Explain what motivation is and why managers need to be concerned about it.

2. Describe from the perspectives of expectancy theory and equity theory what managers should do to have a highly motivated workforce.

3. Explain how goals and needs motivate people and what kinds of goals are especially likely to result in high performance.

4. Identify the motivation lessons that managers can learn from operant conditioning theory and social learning theory.

5. Explain why and how managers can use pay as a major motivation tool.

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The Nature of Motivation 4

Motivation:

The psychological forces that determine the direction of a person’s behavior in an organization, a person’s level of effort, and a person’s level of persistence.

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The Nature of Motivation 2

Direction:

• Possible behaviors an individual could engage in.

Effort:

• How hard an individual will work.

Persistence:

• Whether an individual will keep trying or give up.

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The Nature of Motivation 3

Intrinsically Motivated Behavior:

• Behavior that is performed for its own sake.

Extrinsically Motivated Behavior:

• Behavior that is performed to acquire material or social rewards or to avoid punishment.

Prosocially Motivated behavior:

• Behavior performed to benefit or help others.

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The Motivation Equation

Figure 9.1

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Expectancy Theory

The theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes.

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Topics for Discussion 1

Discuss why two people with similar abilities may have very different expectancies for performing at a high level. [LO 9-2]

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Expectancy, Instrumentality, and Valence

Figure 9.2

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Topics for Discussion 2

Describe why some people have low instrumentalities even when their managers distribute outcomes based on performance. [LO 9-2]

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Expectancy Theory 2

Figure 9.3

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Need Theories

Need:

• A requirement or necessity for survival and well-being.

Need Theories:

• Theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs.

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Maslow’s Hierarchy of Needs Level Needs Description Examples of How

Managers Can Help People Satisfy These Needs at Work

Highest-level needs. Self-actualization needs.

The needs to realize one’s full potential as a human being.

Giving people the opportunity to use their skills and abilities to the fullest extent possible.

Next to highest-level needs. Esteem needs. The needs to feel good about oneself and one’s capabilities, to be respected by others, and to receive recognition and appreciation.

Granting promotions and recognizing accomplishments.

Medium-level needs. Belongingness needs. Needs to social interaction, friendship, affection, and love.

Promoting good interpersonal relations and organizing social functions such as company picnics and holiday parties.

Next to lowest-level needs. Safety needs. Needs for security, stability, and a safe environment.

Providing job security, adequate medical benefits, and safe working conditions.

Lowest-level needs (most basic or compelling).

Physiological needs. Basic needs for things such as food, water, and shelter that must be met in order for a person to survive.

Providing a level of pay that enables a person to buy food and clothing and have adequate housing.

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Herzberg’s Motivation-Hygiene Theory 1

A need theory that distinguishes between motivator needs (related to the nature of the work itself) and hygiene needs (related to the physical and psychological context in which the work is performed) and proposes that motivator needs must be met for motivation and job satisfaction to be high.

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Herzberg’s Motivation-Hygiene Theory 2

Motivator needs relate to the nature of the work itself and how challenging it is.

Hygiene needs are related to the physical and psychological context in which the work is performed.

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McClelland’s Needs for Achievement, Affiliation, and Power 1

Need for Achievement:

• A strong desire to perform challenging tasks well and meet personal standards for excellence.

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McClelland’s Needs for Achievement, Affiliation, and Power 2

Need for Affiliation:

• Extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him or her get along with each other.

Need for Power:

• Extent to which an individual desires to control or influence others.

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Equity Theory 1

A theory of motivation that focuses on people’s perceptions of the fairness of their work outcomes relative to their work inputs.

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Equity Theory 2

Equity:

• Justice, impartiality, and fairness to which all organizational members are entitled.

Inequity:

• Lack of fairness.

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Equity Theory 3

Table 9.2

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Equity Theory 4

Underpayment Inequity:

• Exists when a person perceives that his or her own outcome–input ratio is less than the ratio of a referent.

Overpayment Inequity:

• Exists when a person perceives that his own outcome–input ratio is greater than the ratio of a referent.

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Topics for Discussion 3

Analyze how professors try to promote equity to motivate students. [LO 9-2]

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Equity and Justice in Organizations 1

Distributive Justice:

• A person’s perception of the fairness of the distribution of outcomes in an organization.

Procedural Justice:

• A person’s perception of the fairness of the procedures that are used to determine how to distribute outcomes in an organization.

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Equity and Justice in Organizations 2

Interpersonal Justice:

• A person’s perception of the fairness of the interpersonal treatment he or she receives from whoever distributes outcomes to him or her.

Informational Justice:

• A person’s perception of the extent to which his or her manager provides explanations for decisions and the procedures used to arrive at them.

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Goal-Setting Theory

Focuses on identifying the types of goals that are most effective in producing high levels of motivation and performance and explaining why goals have these effects.

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Topics for Discussion 4

Describe three techniques or procedures that managers can use to determine whether a goal is difficult. [LO 9-3]

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Learning Theories 1

Theories that focus on increasing employee motivation and performance by linking the outcomes that employees receive to the performance of desired behaviors and the attainment of goals.

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Learning Theories 2

Learning:

• A relatively permanent change in person’s knowledge or behavior that results from practice or experience.

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Operant Conditioning Theory 1

Operant Conditioning:

• People learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences.

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Operant Conditioning Theory 2

Positive Reinforcement:

• Giving people outcomes they desire when they perform organizationally functional behaviors.

Negative Reinforcement:

• Eliminating undesired outcomes when people perform organizationally functional behaviors.

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Operant Conditioning Theory 3

Extinction:

• Curtailing the performance of a dysfunctional behavior by eliminating whatever is reinforcing them.

Punishment:

• Administering an undesired or negative consequence when dysfunctional behavior occurs.

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Topics for Discussion 5

Discuss why managers should always try to use positive reinforcement instead of negative reinforcement. [LO 9-4]

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Social Learning Theory 1

Social Learning Theory:

• A theory that takes into account how learning and motivation are influenced by people’s thoughts and beliefs and their observations of other people’s behavior.

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Social Learning Theory 2

Vicarious Learning:

• Learning that occurs when a learner is motivated to perform a behavior by watching another person perform and be reinforced for doing so.

• Also called observational learning.

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Social Learning Theory 3

Self-Reinforcer:

• Any desired or attractive outcome or award that a person can give himself or herself for good performance.

Self-Efficacy:

• A person’s belief about his or her ability to perform a behavior successfully.

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Merit Pay and Performance

Merit Pay Plan:

• A compensation plan that bases pay on performance.

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Salary Increase or Bonus?

Employee Stock Option:

• A financial instrument that entitles the bearer to buy shares of an organization’s stock at a certain price during a certain period of time or under certain conditions.

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Examples of Merit Pay Plans 1

Piece-Rate Pay:

• Employee’s pay is based on the number of units that the employee produces.

Commission Pay:

• Employee’s pay is based on a percentage of sales that the employee makes.

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Examples of Merit Pay Plans 2

Scanlon Plan:

• Focuses on reducing expenses or cutting costs.

Profit Sharing:

• A share of an organization’s profits.

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BE THE MANAGER

What are you going to do about getting the analysts to submit their reports on time and in good shape?

Because learning changes everything.®

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© 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom.

No reproduction or further distribution permitted without the prior written consent of McGraw Hill.