Initian Team Planning Report
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Chapter5.TheoriesofMotivation.pptxTheories of Motivation
Chapter 5
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Learning Objectives
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Understand the role of motivation in determining employee performance
Classify the basic needs of employees
Describe how fairness perceptions are determined and consequences of these perceptions
Understand the importance of rewards and punishments
Apply motivation theories to analyze performance problems
Case Study: Zappos
Source: shutterstock.com
https://www.youtube.com/watch?v=5mknIg_Abfw&t=87s
Performance
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Performance
Motivation
Ability
Environment
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Maslow Hierarchy of Needs
Self
Actualization
Esteem
Social
Safety
Physiological
Review Maslow’s hierarchy of needs. Do you agree with the particular ranking of employee needs?
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ERG Theory
Existence
Relatedness
Growth
Two-Factor Theory
Review the hygiene and motivators in the two-factor theory of motivation. Do you agree with the distinction between hygiene factors and motivators? Are there any hygiene factors that you would consider to be motivators?
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Hygiene Factors
Company policy
Supervision and relationships
Working conditions
Salary
Security
Motivators
Achievement
Recognition
Interesting work
Increased responsibilities
Advancement and growth
Acquired-Needs Theory
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Need for achievement
Need for affiliation
Need for power
Acquired-Needs Theory
The Thematic Apperception Test (TAT) assesses a person’s dominant needs by presenting subjects with an ambiguous picture and having them write a story about it.
© 2010 Jupiterimages Corporation
The story you create based on this picture might give away the dominant needs that motivate you.
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TAT
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Discussion
Which motivation theory have you found to be the most useful in explaining why people behave in a certain way? Why?
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Equity Theory
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Person Referent Other
Outcomes = Outcomes
Inputs Inputs
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Reaction to Unfairness
| Reactions to Inequity | Example |
| Distort perceptions | Changing one’s thinking to believe that the referent actually is more skilled than previously thought. |
| Increase referent’s inputs | Encouraging the referent to work harder. |
| Reduce own input | Deliberately putting forth less effort at work. Reducing the quality of one’s work. |
| Increase own outcomes | Negotiating a raise for oneself or using unethical ways of increasing rewards such as stealing from the company. |
| Change referent | Comparing oneself to someone who is worse off. |
| Leave the situation | Quitting one’s job. |
| Seek legal action | Suing the company or filing a complaint if the unfairness in question is under legal protection. |
Differences in Equity Perception
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Equity Sensitivity
Benevolents
Entitleds
Justice
Procedural Justice
Interactional Justice
Distributive Justice
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Justice
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Procedural Justice
Distributive Justice
Interactional Justice
The degree to which fair decision-making procedures are used to arrive at a decision
The degree to which people are treated with respect, kindness, and dignity in interpersonal interactions
The degree to which outcomes received from the organization are fair
Expectancy Theory
Effort
Rewards
Performance
Expectancy
Valence
Instrumentality
2) Will performance lead to outcomes?
3) Do I find the outcomes desirable?
1) Will my effort lead to high performance?
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Influencing Expectancy, Instrumentality, and Valence
Expectancy
Make sure employees have proper skills, abilities, and knowledge
Ensure that the environment facilitates performance
Encourage employees so they believe their effort makes a difference
Instrumentality
Reward employee performance
Inform people in advance about the rewards
Try to eliminate non-performance influence over rewards
Valence
Find rewards that are desirable to employees
Make sure that rewards are viewed as fair
Give employees choice over rewards
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Reinforcement Theory
Manager praises the employee
Manager demotes the employee
Manager stops nagging the employee
Manager ignores the behavior
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Positive Reinforcement
Negative Reinforcement
Punishment
Extinction
Positive behavior followed by positive consequences
Positive behavior followed by removal of negative consequences
Negative behavior followed by negative consequences
Negative behavior followed by removal of positive consequences
Discussion
When distributing bonuses or pay, how would you ensure perceptions of fairness?
Motivation and Ethics
Reinforcement theory has been particularly successful in explaining ethical behavior.
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Unethical Behavior
Reward
More Unethical Behavior
Relevant Resources (podcast)
Stories about motivation NPR
How to dream small and achieve big and be motivated.
https://www.npr.org/tags/553851012/motivation
