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vivivivi
chapter_6_motivation.pptMGT 370
DEVELOPING MANAGEMENT SKILLS
Chapter 6
Motivation
Dr. Akanksha Bedi
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Agenda
- Understanding performance
- Motivation
- Ability
- Need theories
- Fairness and Equity
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Performance = Ability x Motivation (Effort)
Ability = Aptitude x Training x Resources
Motivation = Desire x Commitment
Formula for Performance
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Relationship Between Satisfaction and Performance
EMPHASIS ON PERFORMANCE
EMPHASIS ON
SATISFACTION
LOW HIGH
HIGH
LOW
Indulging
Integrating
Ignoring
Imposing
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Satisfaction → Motivation → Perform
Content Cows give more milk
Old View of Motivation
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New View of Motivation
Motivation
Satisfaction
Outcomes
Performance
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1. Motivation begins with establishing moderately difficult goals that are understood and accepted.
Motivation → Performance
Goals should be specific, consistent, and appropriately challenging, and provide feedback
Include subordinates in goal-setting process (if possible)
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2. After setting goals, managers should remove obstacles to performance.
Motivation → Performance
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Is the problem Ability or Motivation?
Performance and Motivation
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Resupply
Retrain
Refit
Reassign
Release
Video Role Plays
Five Tools for Improving Ability
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Using rewards and discipline to encourage exceptional behaviors and extinguish unacceptable behavior.
Performance → Outcomes
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Behavior Shaping Strategies
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Job Characteristics Model
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- Maslow Hierarchy of Needs
- Alderfer’s ERG Theory
- McClelland Needs
- Herzberg’s Two Factors
- What Motivates YOU?
Need Theories
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- Workers evaluate what they get from the relationship (outcomes) to what they put in (inputs) and compare this ratio to other’s in a comparison group.
- Workers who perceive inequity are motivated to adjust their own or other worker’s inputs and/or outcomes.
Fairness and Equity
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- Allows employees to select from a “menu” of benefits, i.e. health benefits, insurance, etc.
Cafeteria Style Systems
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Integrative Model
EFFORT
(Desire and
Commitment)
PERFORMANCE
OUTCOMES
(Extrinsic and
Intrinsic)
SATISFACTION
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Absenteeism
And turnover
Commitment
2. ABILITY
Aptitude
Training
Resources
5. SALIENCE
Personal needs
6. TIMELINESS
1. GOALS/EXPECTATIONS
Accepted
Challenging and specific
Feedback
4.EQUITY
Social comparisons
Personal expectations
3. REINFORCEMENT
Discipline
Rewards
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Summary
- Clearly define an acceptable level of performance or specific goals
- Remove obstacles to reaching goals
- Make rewards contingent on performance
- Treat discipline as a learning experience
- Transform acceptable behaviors into exceptional ones
- Identify rewards that appeal to the individual
- Check subordinates perceptions of reward equity
- Provide timely rewards and feedback
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QUESTIONS?
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