CH05 - Motivation Concepts

nullnullEssentials of Organizational Behavior, 10/e Stephen P. Robbins & Timothy A. JudgeChapter 5 Motivation ConceptsAfter studying this chapter, you should be able to:After studying this chapter, you should be able to:Describe the three key elements of motivation. Identify four early theories of motivation and evaluate their applicability today. Compare and contrast goal-setting theory and self-efficacy theory. Demonstrate how organizational justice is a refinement of equity theory. Apply the key tenets of expectancy theory to motivating employees. Explain to what degree motivation theories are culture bound.What Is Motivation? What Is Motivation? The processes that accounts for an individual’s intensity, direction, and persistence of effort toward attaining a organizational goal Intensity – the amount of effort put forth to meet the goal Direction – efforts are channeled toward organizational goals Persistence – how long the effort is maintained Early Theories of MotivationEarly Theories of MotivationMaslow’s Hierarchy of Needs Theory McGregor’s Theory X and Theory Y Herzberg’s Two-Factor (Motivation-Hygiene) Theory McClellan’s Theory of Needs (Three Needs Theory)Maslow’s Hierarchy of Needs TheoryMaslow’s Hierarchy of Needs TheoryDouglas McGregor’s X & YDouglas McGregor’s X & YInherent dislike for work and will attempt to avoid it Must be coerced, controlled or threatened with punishmentView work as being as natural as rest or play Will exercise self-direction and self-control if committed to objectivesHerzberg’s Two-Factor TheoryHerzberg’s Two-Factor TheoryMcClelland's Theory of Needs McClelland's Theory of Needs Need for Achievement (nAch) The drive to excel Need for Power (nPow) The need to make others behave in a way they would not have behaved otherwise Need for Affiliation (nAff) The desire for friendly and close interpersonal relationships McClelland's High AchieversMcClelland's High AchieversHigh achievers prefer jobs with: Personal responsibility Feedback Intermediate degree of risk (50/50) High achievers are not necessarily good managers High nPow and low nAff is related to managerial successContemporary Theories of MotivationContemporary Theories of MotivationCognitive Evaluation Theory Goal-Setting Theory Management by Objectives Self-Efficacy Theory Equity Theory Expectancy TheoryCognitive Evaluation TheoryCognitive Evaluation TheoryProposes that the introduction of extrinsic rewards for work (pay) that was previously intrinsically rewarding tends to decrease overall motivation Verbal rewards increase intrinsic motivation, while tangible rewards undermine itGoal-Setting TheoryGoal-Setting TheoryGoals increase performance when the goals are: Specific Difficult, but accepted by employees Accompanied by feedback (especially self-generated feedback) Contingencies in goal-setting theory: Goal Commitment – public goals better! Task Characteristics – simple & familiar better! National Culture – Western culture suits best!Management by Objectives (MBO)Management by Objectives (MBO)Converts overall organizational objectives into specific objectives for work units and individuals Common ingredients: Goal specificity Explicit time period Performance feedback Participation in decision makingSelf-Efficacy or Social Learning TheorySelf-Efficacy or Social Learning TheoryIndividual’s belief that he or she is capable of performing a task Self-efficacy increased by: Enactive mastery – gain experience Vicarious modeling – see someone else do the task Verbal persuasion – someone convinces you that you have the skills Arousal – get energizedEquity TheoryEquity TheoryEmployees weigh what they put into a job situation (input) against what they get from it (outcome). They compare their input-outcome ratio with the input-outcome ratio of relevant others.Equity Theory and Reactions to Inequitable PayEquity Theory and Reactions to Inequitable PayEmployee reactions in comparison to equitably-paid employeesEquity Theory: Forms of JusticeEquity Theory: Forms of JusticeExpectancy TheoryExpectancy TheoryThree key relationships: Effort-Performance: perceived probability that exerting effort leads to successful performance Performance-Reward: the belief that successful performance leads to desired outcome Rewards-Personal Goals: the attractiveness of organizational outcome (reward) to the individualGlobal ImplicationsGlobal ImplicationsAre motivation theories culture-bound? Most were developed for and by the United States Goal-setting and expectancy theories emphasize goal accomplishment and rational individual thought Maslow’s Hierarchy may change order McClelland's nAch presupposes acceptance of a moderate degree of risk concern for performance Equity theory closely tied to American pay practices Hertzberg’s two-factor theory does seem to work across cultures Implications for Managers Implications for Managers Look beyond need theories Goal setting leads to higher productivity Organizational justice has support Expectancy theory is a powerful tool, but may not very realistic in some cases Goal-setting, organizational justice, and expectancy theories all provide practical suggestions for motivationKeep in Mind…Keep in Mind…Make goals specific and difficult Motivation can be increased by raising employee confidence in their own abilities (self-efficacy) Openly share information on allocation decisions, especially when the outcome is likely to be viewed negativelySummarySummaryDescribed the three key elements of motivation. Identified four early theories of motivation and evaluated their applicability today. Compared and contrasted goal-setting theory and self-efficacy theory. Demonstrated how organizational justice is a refinement of equity theory. Applied the key tenets of expectancy theory to motivating employees. Explained to what degree motivation theories are culture bound.