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chapter_8_handout.pdf
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Chapter Eight
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Learning Objec2ves
LO.1 Contrast Maslow’s, Alderfer’s, and McClelland’s need theories.
LO.2 Explain the practical significance of Herzberg’s distinction between motivators an hygiene factors.
LO.3 Discuss the role of perceived inequity in employee motivation.
LO.4 Explain the differences among distributive, procedural, and interactional justice.
LO.5 Describe the practical lessons derived from equity theory.
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Learning Objec2ves
LO.6 Explain Vroom’s expectancy theory. LO.7 Explain how goal setting motivates an
individual. LO.8 Review the five practical lessons from goal-
setting research. LO.9 Discuss the three conceptually different
approaches to job design.
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Employee Mo2va2on
! Motivation 9 psychological processes cause the arousal,
direction, and persistence of voluntary actions that are goal directed
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Employee Mo2va2on
! Content theories of motivation 9 focus on identifying internal factors such as
instincts, needs, satisfaction, and job characteristics that energize employee motivation.
! Process theories of motivation 9 focus on explaining the process by which
internal factors and cognitions influence employee motivation
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Overview of Mo2va2on Theories
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Need Theories of Mo2va2on
! Needs 9 Physiological or psychological deficiencies that arouse behavior.
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Maslow’s Need Hierarchy Theory
! Motivation is a function of five basic needs – physiological, safety, love, esteem, and self- actualization
! Human needs emerge in a predictable stair- step fashion
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Maslow’s Need Hierarchy
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Alderfer’s ERG Theory
! Existence needs (E) 9 the desire for physiological and materialistic
wellbeing; ! Relatedness needs (R)
9 the desire to have meaningful relationships with significant others
! Growth needs (G) 9 the desire to grow as a human being and to use
one’s abilities to their fullest potential
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McClelland’s Need Theory
! Need for achievement 9 Desire to accomplish something difficult.
! Need for affiliation 9 spend more time maintaining social
relationships, joining groups, and wanting to be loved
! Need for power 9 Desire to Influence, coach, teach, or encourage
others to achieve.
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McClelland’s Need Theory
Achievement-motivated people share three common characteristics:
1. Preference for working on tasks of moderate difficulty
2. Preference for situations in which performance is due to their efforts
3. Desire more feedback on their successes and failures
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Herzberg’s Mo2vator-‐Hygiene Model
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Herzberg’s Mo2vator–Hygiene Theory
! Motivators 9 job characteris2cs associated with job sa2sfac2on
! Hygiene factors 9 job characteristics
associated with job dissatisfaction
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Adams’s Equity Theory of Mo2va2on
! Equity theory 9 model of mo2va2on that explains how people strive for fairness and jus2ce in social exchanges or give-‐and-‐take rela2onships
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Nega2ve and Posi2ve Inequity
! Negative inequity 9 Comparison in which another person receives
greater outcomes for similar inputs. ! Positive inequity
9 Comparison in which another person receives lesser outcomes for similar inputs.
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Nega2ve and Posi2ve Inequity
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Prac2cal Lessons from Equity Theory
! No matter how fair management thinks the organization’s policies, procedures, and reward system are, each employee’s perception of the equity of those factors is what counts.
! Managers benefit by allowing employees to participate in making decisions about important work outcomes
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Prac2cal Lessons from Equity Theory
! Employees should be given the opportunity to appeal decisions that affect their welfare.
! Managers can promote cooperation and teamwork among group members by treating them equitably
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Prac2cal Lessons from Equity Theory
! Employees’ perceptions of justice are strongly influenced by the leadership behavior exhibited by their managers
! Managers need to pay attention to the organization’s climate for justice.
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Expectancy Theory of Mo2va2on
! Expectancy theory 9 Holds that people are mo2vated to behave in ways that produce desired combina2ons of expected outcomes.
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Vroom’s Expectancy Theory
! Motivation boils down to the decision of how much effort to exert in a specific task situation.
! Expectancy 9 represents an individual’s belief that a particular
degree of effort will be followed by a particular level of performance.
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Expectancy
The following factors influence an employee’s expectancy perceptions:
9 Self-esteem. 9 Self-efficacy. 9 Previous success at the task. 9 Help received from others. 9 Information necessary to complete the task. 9 Good materials and equipment to work with
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Vroom’s Expectancy Theory
! Instrumentality 9 A performance → outcome perception
! Valence 9 the positive or negative value people place on
outcomes ! Outcomes
9 different consequences that are contingent on performance
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Managerial and Organiza2onal Implica2ons of Expectancy Theory
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Goals: Defini2on and Background
! Goal 9 what an individual is trying to accomplish 9 object or aim of an action
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How Does Goal SeTng Work
! Goals direct attention ! Goals regulate effort ! Goals increase persistence ! Goals foster the development and
application of task strategies and action plans
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Prac2cal Lessons from Goal-‐SeTng Research
1. Specific high goals lead to greater performance 9 Goal specificity – quantifiability of a goal
2. Feedback enhances the effect of specific, difficult goals
3. Participative goals, assigned goals, and self-set goals are equally effective.
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Prac2cal Lessons from Goal-‐SeTng Research
4. Action planning facilitates goal accomplishment. 9 Action plan outlines the activities or tasks that
need to be accomplished in order to obtain a goal.
5. Goal commitment and monetary incentives affect goal-setting outcomes 9 Goal commitment – extent to which an
individual is personally committed to achieving a goal
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Top-‐Down Approaches
! Scientific management 9 that kind of management which conducts a
business or affairs by standards established by facts or truths gained through systematic observation, experiment, or reasoning
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Top-‐Down Approaches
! Job enlargement 9 Involves putting more variety into a worker’s job
by combining specialized tasks of comparable difficulty.
! Job rotation 9 moving employees from one specialized job to
another
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Top-‐Down Approaches
! Job enrichment 9 Building achievement, recognition, stimulating
work, responsibility, and advancement into a job.
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The Job Characteris2cs Model
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BoWom-‐Up Approaches
! Job crafting 9 Proactive and adaptive employee behavior
aimed at changing the nature of one’s job.
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Idiosyncra2c Deals (I-‐Deals)
! Idiosyncratic deals (i-deals) 9 Represent “employment terms individuals
negotiate for themselves, taking myriad forms from flexible schedules to career development.”
