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From Concepts to
Applications
Defining Motivation
The processes that account for an
individuals intensity, direction, and
persistence of effort toward attaining
a goal specifically, an
organizational goal.
6-2
Job &
Organization
Approach
Motivation
Managerial
Approach
Focuses on
behaviors of
managers, in
particular,
their use of
goals and
Emphasizes
the design of
jobs and the
general
organizational
environment
Theories of Motivation
Early Theories of
Motivation
Maslows Hierarchy
of Needs
Alderfers ERG
(Existence,
Relatedness, and
Growth)
McGregors Theory X
and Theory Y
Herzbergs TwoFactor Theory
Contemporary Theories of
Motivation
McClellands Theory of
Learned Needs
Equity Theory
Expectancy Theory
Goal-Setting & feedback
6-4
Maslows Hierarchy of
Needs
There is a hierarchy of five needs. As each need is
substantially satisfied, the next need becomes dominant.
Assumptions
Higher Order
Internal
SelfActualization
Esteem
Social
Lower Order
External
Safety
Physiological
6-5
Individuals cannot
move to the next
higher level until all
needs at the current
(lower) level are
satisfied
Must move in
hierarchical order
Satisfactionprogression process
Growth
Relatedness
6-6
Existence
Need for
Achievement
(nAch)
Want
reasonably
challenging
goals
Set their own
goalsLike to
work alone than
in teams
.Prefer task with
immediate
feedback
Money is a
symbol of
achievement.
Desire
recognition than
Need for
Affiliation
(nAff)
Desire to seek
approval of
others, conform
to others
wishes, avoid
conflict
Like to work
with others than
alone
Effective in jobs
that require
social
interaction
Can be
indecisive and
unfair in
Need for
Power (nPow)
Desire to control
ones
environmentpeople +
resources
Personalized
versus
socialized
power
Leaders need to
have high social
power than
personal power.
Herzbergs Two-Factor
Theory
Satisfaction and dissatisfaction are not opposites but
separate constructs
Extrinsic and
Related to
Dissatisfaction
Hygiene
Factors
Motivators
Company
Policies
Recognition
Salary
Growth
Supervision
Responsibilit
y
Work
Conditions
Achievement
Intrinsic and
Related to
Satisfaction
Expectancy Theory of
Motivation(Victor Vroom)
Outcome 1
+ or -
Effort
Performance
Outcome 2
+ or -
Outcome 3
+ or -
E-to-P Expectancy
Assuring employees have
competencies
Person-job fit
Provide role clarification and
sufficient resources
Provide training, positive
feedback and coaching
P-to-O Instrumentality
Measure
Outcomes &valence
performance
Ensure rewards
accurately
are valued
Give valued rewards
Individualize
for good performance
rewards
Explain how rewards
is linked to
performance
Equity Theory
Individuals compare their job inputs ( effort, experience,
education,
competence) and outputs (salary levels ,pay raises,
recognition) with those
Actions to correct inequity
Example
Quit job
Structural Rules
Fairness in
policies & practices
Social Rules
Being treated with
dignity & respect
Emotions
Distributive
Justice
Perceptions
Attitudes
Procedural
Justice
Perceptions
Anger
Stress
Org Commitment
Job satisfaction
Behaviors
Task Performance
Org Citizenship
Counterproductive
work behavior
5-11
Performance-Based Rewards
Profit sharing
Organizational Stock options
Balanced scorecard
rewards
Team Bonuses
rewards Gainsharing
Bonuses
Individual Commissions
rewards Piece rate
(Fredrick
Taylor)
Job specialization
Job Enlargement
Adding tasks to an existing job
Worker performs more tasks but at the same
level of responsibility
Example: video journalist
Video journalist
Operates camera
Operates sound
Reports story
Employee 3
Reports story
6-18
Job Rotation
Periodically
shifting workers
among jobs
involving
different tasks.
Increases
workers skills
and task variety
Potentially
reduces job
boredom caused
by repetitive
Job A
Job B
Job D
Job C
6-19
Job Enrichment
Given more responsibility for
scheduling, coordinating, and planning
ones own work
Clustering interdependent tasks into one
job
Give autonomy
Establishing direct responsibility for
specific clients
Provide performance feedback
6-20
Task Identity
The degree to which the job requires completion of a
whole and identifiable piece of work (from beginning to
end)
Task Significance
The degree to which the job has a substantial impact on
the lives or work of other people
Autonomy
The degree to which the job provides substantial
freedom and discretion to the individual in scheduling
the work and in determining the procedures to be used
in carrying it out
Feedback
The degree to an individual obtain direct and clear
information about the effectiveness of his or her
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