Professional Documents
Culture Documents
Defining Motivation
The result of the interaction between the individual and the situation. The processes that account for an individuals intensity, direction, and persistence of effort toward attaining a goal specifically, an organizational goal. Three key elements:
Intensity how hard a person tries Copyright 2011 Pearson Education Direction effort that is channeled toward,
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Internal
Assumptions
Individuals Lower Order cannot move to External the next higher level until all needs at the current (lower) Copyright 2011 Pearson Education
Safety
Physiological
See E X H I B I T 7-1
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Growth
Responsibility
Achievement
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Self-Efficacy Theory
Also known as Social Cognitive Theory or Social Learning Theory
Self-Determination Theory
People prefer to feel they have control over their actions, so anything that makes a previously enjoyed task feel more like an obligation than a freely chosen activity will undermine motivation. Major Implications for Work Rewards
Intrinsic and extrinsic rewards are not independent
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Difficult Goals:
Focus and direct attention Energize the person to work harder Difficulty increases persistence Force people to be more effective and efficient
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Corporate goals are broken down into smaller, more specific goals at each level of organization. Four common ingredients to MBO programs:
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See E X H I B I T 7-5
Goal specificity
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Increasing Self-Efficacy
Enactive mastery
Most important source of efficacy Gaining relevant experience with task or job Practice makes perfect
Vicarious modeling
Increasing confidence by watching others perform the task Most effective when observer sees the model to be similar to him- or herself
Verbal persuasion
Motivation through verbal conviction Copyright 2011 Pearson Education Pygmalion and Galatea effects - self-fulfilling
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Reinforcement Theory
Similar to Goal-Setting Theory, but focused on a behavioral approach rather than a cognitive one
Behavior is environmentally caused Thought (internal cognitive event) is not important
Feelings, attitudes, and expectations are ignored
Tension motivates people to act to bring their Copyright 2011 Pearson Education situation into equity
See E X H I B I T 7-7
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Self-Outside
The persons experience in a different job in a different organization
Other-Inside
Another individual or group within the organization Copyright 2011 Pearson Education
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Reactions to Inequity
Employee behaviors to create equity:
Change inputs (slack off) Change outcomes (increase output) Distort/change perceptions of self Distort/change perceptions of others Choose a different referent person Leave the field (quit the job)
Paid by quality:
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Distributive Justice
Fairness of outcome
Interactional Justice
Being treated with dignity and respect
Organizational Justice
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See E X H I B I T 7-9
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See E X H I B I T 7-10
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Global Implications
Motivation theories are often culture- bound.
Maslows Hierarchy of Needs Theory
Order of needs is not universal
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Goal-Setting Theory
While limited in scope, good predictor
Reinforcement Theory
Powerful predictor in many work areas
Equity Theory
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Copyright 2011 Pearson Education