Motivation and Prentice Hall

Essentials of Organizational Behavior, 10/e Stephen P. Robbins & Timothy A. Judge Stipulation 5 Motivation Concepts Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall 5-1 After studying this stipulation, you should be potent to: 1. Describe the three key elements of motivation. 2. Identify disgusting future theories of motivation and evaluate their applicability today. 3. Collate and opposition aim-elucidation doctrine and selfefficacy doctrine. 4. Demonstrate how organizational propriety is a finesse of equity doctrine. 5. Apply the key catechism of confluence doctrine to motivating employees. . Explain to what range motivation theories are amelioration skip. Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall 5-2 What Is Motivation? The processes that accounts for an biased’s concentration, course, and conservation of endeavor inside attaining a organizational aim ? Concentration – the total of endeavor put forth to as the aim ? Course – endeavors are channeled inside organizational aims ? Conservation – how crave the endeavor is maintained Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall 5-3 Future Theories of Motivation Maslow’s Hierarchy of Needs Doctrine • McGregor’s Doctrine X and Doctrine Y • Herzberg’s Two-Factor (Motivation-Hygiene) Doctrine • McClellan’s Doctrine of Needs (Three Needs Theory) Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall 5-4 Maslow’s Hierarchy of Needs Doctrine Self-Actualization Upper Esteem Social Safety Psychological 5-5 Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall Lower Douglas McGregor’s X & Y Doctrine X Doctrine Y • Inherent eschew for trial and conciliate endeavor to eschew it • Must be coerced, controlled or threatened delay forfeiture View trial as entity as natural as interval or embody • Conciliate application self-course and long-suffering if committed to objectives 5-6 Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall Herzberg’s Two-Factor Doctrine Not Dissatisfied Satisfied Motivation Factors • Character of supervision • Pay • Company policies • Physical trialing stipulations • Relationships • Job safety Hygiene Factors • Promotional opportunities • Opportunities for idiosyncratic development • Recognition • Commission • Achievement Dissatisfied Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall Not Satisfied 5-7 McClelland's Doctrine of Needs • Insufficiency for Achievement (nAch) The animate to yield • Insufficiency for Power (nPow) The insufficiency to yield others beown in a way they would not own behaved differently • Insufficiency for Affiliation (nAff) The crave for amicable and obstruct interidiosyncratic relationships Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall 5-8 McClelland's High Achievers • High achievers promote jobs delay: ? Idiosyncratic commission ? Feedback ? Intermediate range of miss (50/50) • High achievers are not necessarily good-natured-natured managers High nPow and low nAff is kindred to managerial victory Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall 5-9 Contemporary Theories of Motivation • Cognitive Evaluation Doctrine • Goal-Setting Doctrine ? Management by Objectives • Self-Efficacy Doctrine • Equity Doctrine • Confluence Doctrine Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall 5-10 Cognitive Evaluation Doctrine • Proposes that the commencement of borrowed pays for trial (pay) that was previously naturalally paying tends to curtail overall motivation Verbal pays acception natural motivation, while real pays baffle it Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall 5-11 Goal-Setting Doctrine • Goals acception achievement when the aims are: ? Unfair ? Difficult, but veritable by employees ? Accompanied by feedback (especially selfgenerated feedback) • Contingencies in aim-elucidation doctrine: ? Aim Commitment – social aims better! ? Operation Characteristics – pure & free better! ? National Amelioration – Western amelioration suits best! Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall 5-12 Management by Objectives (MBO) • Converts overall organizational objectives into unfair objectives for trial units and beings • Common ingredients: ? ? ? ? Aim unfairity Explicit space limit Achievement feedback Participation in resolution making 5-13 Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall Self-Efficacy or Social Learning Doctrine Individual’s trust that he or she is cappotent of performing a operation Self-efficacy acceptiond by: ? Enactive success – create proof ? Vicarious modeling – see someone else do the operation ? Verbal opinion – someone convinces you that you own the skills ? Arousal – get energized Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall 5-14 Equity Doctrine • Employees perpend what they put into a job predicament (input) over what they get from it (outcome). • They collate their input-conclusion reference delay the input-conclusion reference of bearing others. My Output My Input Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall Your Output Your Input 5-15 Equity Doctrine and Reactions to Inequitpotent Pay Employee reactions in similitude to equitably-paid employees Employees are: Paid by: Piece Space Conciliate yield over Yield less output or output of poorer character 5-16 Conciliate yield Over-Rewarded fewer, but highercharacter units Yield great Undernumber of low Rewarded character units Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall Equity Theory: Forms of Propriety Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall 5-17 Confluence Doctrine Three key relationships: 1. Effort-Performance: perceived chance that exerting endeavor leads to victoryful achievement 2. Performance-Reward: the trust that victoryful achievement leads to craved conclusion 3. Rewards-Personal Goals: the attractiveness of organizational conclusion (reward) to the biased Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall 5-18 Global Implications Are motivation theories amelioration-bound? ? ? ? ? Most were patent clear for and by the United States Goal-elucidation and confluence theories emphasize aim effort and referencenal biased intention Maslow’s Hierarchy may modify manage McClelland's nAch presupposes rejoinder of a sober range of miss sorrow for achievement Equity doctrine obstructly tied to American pay practices Hertzberg’s two-factor doctrine does appear to trial opposing ameliorations 5-19 ? Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall Implications for Managers • • • • Look more insufficiency theories Aim elucidation leads to higher productivity Organizational propriety has aid Confluence doctrine is a puissant dupe, but may not very realistic in some cases • Goal-setting, organizational propriety, and confluence theories all yield useful suggestions for motivation Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall 5-20 Keep in Mind… • Yield aims unfair and troublesome • Motivation can be acceptiond by exaltation mployee trust in their own abilities (self-efficacy) resolutions, especially when the conclusion is likely to be viewed negatively 5-21 • Openly distribute instruction on allocation Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall Summary 1. Described the three key elements of motivation. 2. Identified disgusting future theories of motivation and evaluated their applicability today. 3. Compared and oppositioned aim-elucidation doctrine and self-efficacy doctrine. 4. Demonstrated how organizational propriety is a finesse of equity doctrine. 5. Applied the key catechism of confluence doctrine to motivating employees. 6. Explained to what range motivation theories are amelioration skip. Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall 5-22 All hues silent. No bisect of this socialation may be reproduced, stored in a rectification order, or infections, in any make or by any resources, electronic, unreflective, photocopying, recording, or differently, delayout the anterior written endurance of the publisher. Printed in the United States of America. Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall 5-23