Chapter 16

Motivation

The Concept of Motivation

Motivation - the arousal, direction, and
persistence of behavior
Forces either intrinsic or extrinsic to a
person that arouse enthusiasm and
persistence
Employee motivation affects productivity
A managers job is to channel motivation
toward the accomplishment of goals
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16.1 A Simple Model of Motivation

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Content Perspectives
on Motivation
If managers understand employees
needs, they can design appropriate
reward systems
Needs motivate people
Needs translate into an internal drive that
motivates behavior
People have a variety of needs

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16.2 Maslows Hierarchy of Needs

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ERG Theory
Existence needs - the needs for
physical well-being
Relatedness needs - the needs
for satisfactory relationships with
others
Growth needs - the needs that
focus on the development of
human potential and the desire for
frustrationregression principle: failure to meet a
high-order
need growth
may cause a regression to an already
personal
satisfied lower-order need

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16.3 The Motivational Benefits

of Job Flexibility

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16.4 Herzbergs Two-Factor Theory

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Acquired Needs

Need for achievement

Need for affiliation
Need for power

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Process Perspectives
on Motivation

How people select

behavioral actions
Goal Setting Theory
Equity Theory
Expectancy Theory

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Goal Setting Theory

Increase motivation by
setting goals
Key components of the theory:
Goal specificity
Goal difficulty
Goal acceptance
Feedback
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Equity Theory
Individual perceptions of fairness
Perceived inequity can be
reduced by:
Changing work effort
Changing outcomes
Changing perception
Leaving the job
Inequity occurs when the input-tooutcome ratios are out of balance
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Expectancy Theory
Motivation depends on individuals
expectations about their ability to
perform tasks and receive desired
rewards
E P: putting effort into a given task
will lead to high performance
P O: successful performance of a task
will lead to the desired outcome
Valence the value or attraction an
individual has for an outcome
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16.5 Major Elements of

Expectancy Theory

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Reinforcement Perspective
on Motivation
Behavior
Modification
Reinforcement
theory techniques
used to modify
behavior
Law of Effect
Positively
reinforced
behavior tends to
be repeated and
unreinforced
behavior inhibited

Reinforcement
An act that causes
a behavior to be
repeated or
inhibited
Positive
Reinforcement
Pleasant and
rewarding
consequences
following a desired
behavior

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16.6 Changing Behavior

with Reinforcement

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Social Learning Theory

Individuals motivation can result from
thoughts, beliefs, and observations
Vicarious learning observational learning
from seeing others behaviors and rewards
Self-reinforcement motivating yourself by
reaching goals and providing positive
reinforcement for yourself
Self-efficacy belief about your own ability to
accomplish tasks
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Job Design for Motivation

Job
Simplification
Job Rotation
Job
Enlargement
Job Enrichment
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16.7 The Job Characteristics Model

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Core Job Dimensions

Dimensions that
determine a jobs
motivational potential:

Skill variety
Task identity
Task significance
Autonomy
Feedback

Based on:
Critical
Psychological
States
Personal and Work
Outcomes
Employee GrowthNeed Strength

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Innovative Ideas for Motivating

Organizations are using various types of
incentive compensation to motivate employees
to higher levels of performance
Variable compensation is a key motivational
tool
Incentive plans can backfire
They should be combined with motivational ideas
and intrinsic rewards

Incentives should reward the desired behavior

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16.8 New Motivational Compensation Programs

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Empowering People to
Meet Higher Needs
Employees receive information
about company performance
Employees have knowledge and
skills to contribute to company
goals
Employees have the power to
make substance decisions
Employees are rewarded based on
company performance
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16.9 A Continuum of Empowerment

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Giving Meaning to Work

through Engagement

Instill a sense of support and meaning

Help employees obtain intrinsic reward
Focus on learning, contribution, and
growth

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