Copyright 2005PrenticeHall Inc Allrightsreserved Copyright 2005PrenticeHall Inc Allrightsreserved Copyright 2005PrenticeHall Inc Allrightsreserved 16 2 LEARNINGOUTLINEFollowthisLearningOutlineasyoureadandstudythischapter WhatIsMotivation Definemotivation Explainmotivationasaneed satisfyingprocess EarlyTheoriesofMotivationDescribethefivelevelsinMaslow shierarchyandhowMaslow shierarchycanbeusedinmotivationalefforts DiscusshowTheoryXandTheoryYmanagersapproachmotivation DescribeHerzberg smotivation hygienetheory ExplainHerzberg sviewsofsatisfactionanddissatisfaction Copyright 2005PrenticeHall Inc Allrightsreserved 16 3 LEARNINGOUTLINE cont d FollowthisLearningOutlineasyoureadandstudythischapter ContemporaryTheoriesofMotivationDescribethethreeneedsMcClellandproposedasbeingpresentinworksettings Explainhowgoal settingandreinforcementtheoriesexplainemployeemotivation Describethejobcharacteristicsmodelasawaytodesignmotivatingjobs Discussthemotivationimplicationsofequitytheory Contrastdistributiveandproceduraljustice Explainthethreekeylinkagesinexpectancytheoryandtheirroleinmotivation Copyright 2005PrenticeHall Inc Allrightsreserved 16 4 LEARNINGOUTLINE cont d FollowthisLearningOutlineasyoureadandstudythischapter CurrentIssuesinMotivationDescribethecross culturalchallengesofmotivation Discussthechallengesmanagersfaceinmotivatinguniquegroupsofworkers Describeopen bookmanagementandemployeerecognition pay for performance andstockoptionprograms Copyright 2005PrenticeHall Inc Allrightsreserved 16 5 WhatIsMotivation MotivationTheprocessesthataccountforanindividual swillingnesstoexerthighlevelsofefforttoreachorganizationalgoals conditionedbytheeffort sabilitytosatisfysomeindividualneed Effort ameasureofintensityordrive Direction towardorganizationalgoalsNeed personalizedreasontoexerteffortMotivationworksbestwhenindividualneedsarecompatiblewithorganizationalgoals Copyright 2005PrenticeHall Inc Allrightsreserved 16 6 WhatIsMotivation NeedAninternalstatethatmakescertainoutcomesappearattractive Anunsatisfiedneedcreatestensionwhichisreducedbyanindividual seffortstosatisfytheneed EarlyTheoriesofMotivationMaslow sHierarchyofNeedsMacGregor sTheoriesXandYHerzberg sMotivation HygieneTheory Copyright 2005PrenticeHall Inc Allrightsreserved 16 7 EarlyTheoriesofMotivation Maslow sHierarchyofNeedsTheoryNeedswerecategorizedasfivelevelsoflower tohigher orderneeds Individualsmustsatisfylower orderneedsbeforetheycansatisfyhigherorderneeds Satisfiedneedswillnolongermotivate Motivatingapersondependsonknowingatwhatlevelthatpersonisonthehierarchy HierarchyofneedsLower order external physiological safetyHigher order internal social esteem self actualization Copyright 2005PrenticeHall Inc Allrightsreserved 16 8 EarlyTheoriesofMotivation cont d McGregor sTheoryXandTheoryYTheoryXAssumesthatworkershavelittleambition dislikework avoidresponsibility andrequireclosesupervision TheoryYAssumesthatworkerscanexerciseself direction desireresponsibility andliketowork Motivationismaximizedbyparticipativedecisionmaking interestingjobs andgoodgrouprelations Copyright 2005PrenticeHall Inc Allrightsreserved 16 9 EarlyTheoriesofMotivation cont d Herzberg sMotivation HygieneTheoryJobsatisfactionandjobdissatisfactionarecreatedbydifferentfactors Hygienefactors extrinsic environmental factorsthatcreatejobdissatisfaction Motivators intrinsic psychological factorsthatcreatejobsatisfaction Attemptedtoexplainwhyjobsatisfactiondoesnotresultinincreasedperformance Theoppositeofsatisfactionisnotdissatisfaction butrathernosatisfaction Copyright 2005PrenticeHall Inc Allrightsreserved 16 10 ContemporaryTheoriesofMotivation Three NeedsTheoryGoal SettingTheoryReinforcementTheoryDesigningMotivatingJobsEquityTheoryExpectancyTheory Copyright 2005PrenticeHall Inc Allrightsreserved 16 11 MotivationandNeeds Three NeedsTheoryTherearethreemajoracquiredneedsthataremajormotivesinwork Needforachievement nAch ThedrivetoexcelandsucceedNeedforpower nPow TheneedtoinfluencethebehaviorofothersNeedofaffiliation nAff Thedesireforinterpersonalrelationships Copyright 2005PrenticeHall Inc Allrightsreserved 16 12 MotivationandGoals Goal SettingTheoryProposesthatsettinggoalsthatareaccepted specific andchallengingyetachievablewillresultinhigherperformancethanhavingnooreasygoals BenefitsofParticipationinGoal SettingIncreasestheacceptanceofgoals Fosterscommitmenttodifficult publicgoals Providesforself feedback internallocusofcontrol thatguidesbehaviorandmotivatesperformance self efficacy Copyright 2005PrenticeHall Inc Allrightsreserved 16 13 MotivationandBehavior ReinforcementTheoryAssumesthatadesiredbehaviorisafunctionofitsconsequences isexternallycaused andifreinforced islikelytoberepeated Positivereinforcementispreferredforitslong termeffectsonperformanceIgnoringundesiredbehaviorisbetterthanpunishmentwhichmaycreateadditionaldysfunctionalbehaviors Copyright 2005PrenticeHall Inc Allrightsreserved 16 14 DesigningMotivatingJobs JobDesignThewayintowhichtaskscanbecombinedtoformcompletejobs Factorsinfluencingjobd