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Introduction to managent and leadership
1.
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-116-1©2013 John Wiley & Sons, Inc. All rights reserved. JOHN R. SCHERMERHORN, JR.JOHN R. SCHERMERHORN, JR. MANAGEMENTMANAGEMENT 1212thth EditionEdition Chapter 16Chapter 16 Motivation Theory and Practice
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-2 Planning Ahead — Chapter 16 Study Questions 1. How do individual needs influence motivation? 2. What are the process theories of motivation? 3. What role does reinforcement play in motivation? 4. What is the link between job design and motivation?
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-3 Chapter 16 Learning Dashboard 1. Individual Needs and Motivation 1. Hierarchy of needs theory 2. ERG theory 3. Two-factor theory 4. Acquired needs theory 2. Process Theories of Motivation 1. Equity theory 2. Expectancy theory 3. Goal-setting theory 4. Self-efficacy theory
4.
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-4 Chapter 16 Learning Dashboard 3. Reinforcement Theory 1. Reinforcement strategies 2. Positive reinforcement 3. Punishment 3. Motivation and Job Design 1. Job simplification 2. Job enrichment 3. Alternative work schedules
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-5 Takeaway 1: Individual Needs and Motivation Motivation—the forces within the individual that account for the level, direction, and persistence of effort expended at work
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-6 Takeaway 1: Individual Needs and Motivation Needs – Unfulfilled physiological and psychological desires of an individual – Explain workplace behavior and attitudes – Create tensions that influence attitudes and behavior – Good managers and leaders facilitate employee need satisfaction
7.
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-7 Takeaway 1: Individual Needs and Motivation Hierarchy of needs theory – Developed by Abraham Maslow – Lower-order and higher-order needs affect workplace behavior and attitudes – Lower-order needs: • Physiological, safety, and social needs • Desires for physical and social well being – Higher-order needs: • Esteem and self-actualization needs • Desire for psychological growth and development
8.
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-8 Figure 16.1 Opportunities for satisfaction in Maslow’s hierarchy of human needs
9.
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-9 Takeaway 1: Individual Needs and Motivation Hierarchy of needs theory –Deficit principle • A satisfied need is not a motivator of behavior –Progression principle • A need at one level does not become activated until the next lower-level need is satisfied
10.
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-10 Takeaway 1: Individual Needs and Motivation ERG theory –Developed by Clayton Alderfer –Three need levels
11.
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-11 Takeaway 1: Individual Needs and Motivation ERG theory –Any/all needs can influence behavior at one time –Frustration-regression principle • An already satisfied lower-level need becomes reactivated when a higher-level need is frustrated
12.
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-12 Takeaway 1: Individual Needs and Motivation Two-factor theory –Developed by Frederick Herzberg –Hygiene factors: • Elements of the job context • Sources of job dissatisfaction –Satisfier factors: • Elements of the job content • Sources of job satisfaction and motivation
13.
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-13 Figure 16.2 Elements in Herzberg’s two-factor theory
14.
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-14 Takeaway 1: Individual Needs and Motivation Acquired needs theory –Developed by David McClelland –People acquire needs through their life experiences –Needs that are acquired:
15.
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-15 Takeaway 1: Individual Needs and Motivation Acquired needs theory – Need for Achievement (nAch) • Desire to do something better or more efficiently, to solve problems, or to master complex tasks – People high in (nAch) prefer work that: • Involves individual responsibility for results • Involves achievable but challenging goals • Provides feedback on performance
16.
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-16 Takeaway 1: Individual Needs and Motivation Acquired needs theory – Need for Power (nPower) • Desire to control other persons, to influence their behavior, or to be responsible for other people • Personal power versus social power – People high in (nPower) prefer work that: • Involves control over other persons • Has an impact on people and events • Brings public recognition and attention
17.
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-17 Takeaway 1: Individual Needs and Motivation Acquired needs theory – Need for Affiliation (nAff) • Desire to establish and maintain friendly and warm relations with other persons – People high in (nAff) prefer work that: • Involves interpersonal relationships • Provides for companionship • Brings social approval
18.
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-18 Takeaway 2: Process Theories of Motivation • Process theories of motivation … – How people make choices to work hard or not – Choices are based on: • Individual preferences • Available rewards • Possible work outcomes • Types of process theories: – Equity theory – Expectancy theory – Goal-setting theory
19.
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-19 Takeaway 2: Process Theories of Motivation Equity theory – Developed by J. Stacy Adams – When people believe that they have been treated unfairly in comparison to others, they try to eliminate the discomfort and restore a perceived sense of equity to the situation • Perceived inequity • Perceived equity
20.
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-20 Takeaway 2: Process Theories of Motivation Equity theory – People respond to perceived negative inequity by changing … • Work inputs • Rewards received • Referent’s inputs or outcomes • Comparison points • Situation
21.
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-21 Takeaway 2: Process Theories of Motivation Expectancy theory – Developed by Victor Vroom – Key expectancy theory variables: • Expectancy — belief that working hard will result in desired level of performance • Instrumentality — belief that successful performance will be followed by rewards • Valence — value a person assigns to rewards and other work related outcomes
22.
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-22 Takeaway 2: Process Theories of Motivation Goal-setting theory – Developed by Edwin Locke – Properly set and well-managed task goals can be highly motivating – Motivational effects of task goals: • Provide direction to people in their work • Clarify performance expectations • Establish a frame of reference for feedback • Provide a foundation for behavioral self-management
23.
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-23 Takeaway 2: Process Theories of Motivation
24.
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-24 Takeaway 2: Process Theories of Motivation Goal-setting theory – Participation in goal setting • unlocks the motivational potential of goal setting • management by objectives (MBO) promotes participation • when participation is not possible, workers will respond positively if supervisory trust and support exist
25.
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-25 Takeaway 2: Process Theories of Motivation Self-Efficacy Theory – a person’s belief that he or she is capable of performing a task – Capability directly affects motivation • higher self-efficacy will have higher expectancy • self-efficacy is linked to performance goal setting
26.
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-26 Takeaway 2: Process Theories of Motivation Self-Efficacy Theory – Enactive mastery • person gains confidence through positive experience – Vicarious modeling • learning by observing others – Verbal persuasion • encouragement from others that one can perform a task – Emotional arousal • high stimulation or energy to perform well in a situation
27.
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-27 Takeaway 3: Reinforcement Theory Fundamentals of reinforcement theory – Focuses on the impact of external environmental consequences on behavior – Law of effect — behavior followed by pleasant consequences is likely to be repeated: behavior followed by unpleasant consequences is not
28.
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-28 Takeaway 3: Reinforcement Theory Operant conditioning: –Developed by B.F. Skinner –Applies law of effect to control behavior by manipulating its consequences
29.
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-29 Takeaway 3: Reinforcement Theory Operant conditioning strategies: – Positive reinforcement • Increases the frequency of a behavior through the contingent presentation of a pleasant consequence – Negative reinforcement • Increases the frequency of a behavior through the contingent removal of an unpleasant consequence
30.
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-30 Takeaway 3: Reinforcement Theory Operant conditioning strategies: – Punishment • Decreases the frequency of a behavior through the contingent presentation of an unpleasant consequence – Extinction • Decreases the frequency of a behavior through the contingent removal of an pleasant consequence
31.
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-31 Takeaway 3: Reinforcement Theory Successful implementation of positive reinforcement is based on – Law of contingent reinforcement — • Reward delivered only if desired behavior is exhibited – Law of immediate reinforcement — • More immediate the delivery of a reward, the more reinforcement value it has
32.
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-32 Takeaway 3: Reinforcement Theory
33.
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Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 16-33 Takeaway 3: Reinforcement Theory Schedules of reinforcement: – Continuous reinforcement administers a reward each time a desired behavior occurs – Intermittent reinforcement rewards behavior only periodically – Acquisition of behavior is quicker with continuous reinforcement – Behavior acquired under an intermittent schedule is more permanent – Shaping is the creation of a new behavior by positive reinforcement of successive approximations to it
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