Prentice Hall 2005 1 -1 Objectives

Objectives 1. A basic understanding of human motivation 2. Insights into various human needs 3. An appreciation for the importance of motivating organization members 4. An understanding of various motivation strategies © Prentice Hall, 2005 1 -2

The Motivation Process Defining Motivation l The inner state that causes an individual to behave in a way that ensures the accomplishment of some goal. l Therefore, it explains why people act as they do. Two types of theories: l Process theories explain how people are motivated l Content theories emphasize people’s internal characteristics © Prentice Hall, 2005 1 -3

Process Theories of Motivation l Needs - goal theory l Vroom expectancy theory l Equity theory l Porter-Lawler © Prentice Hall, 2005 theory 1 -4

Implications for the organization l Manager must know the needs of the employees. If the reward is not relevant to employee’s needs, the employee will not be motivated © Prentice Hall, 2005 1 -5

The Vroom Expectancy Theory of Motivation Felt needs cause human behavior (like needs-goal theory), BUT Add motivation strength – degree of desire to perform a behavior © Prentice Hall, 2005 1 -6

Equity Theory l Theory consists of two parts: l How a person perceives fairness of an employment situation l How perceived inequities lead to changes in behavior l Employees evaluate their treatment relative to the treatment of others l Inputs: Employee contributions to their jobs l Outputs: What employees receive in return l To right the inequity some will : l 1. Change their work inputs l 2. Try to change the compensation l 3. Try to change their own perception l 4. Leave the situation © Prentice Hall, 2005 1 -7

The Porter-Lawler Theory l. A more complete description of all process theories, but it is consistent with the three theories. l 1) Felt need causes human behavior (needsgoal) 2) Effort to satisfy the need depends on value of the reward and probability that the reward will be given (Vroom’s motivational strength) 3) The motivation process © Prentice Hall, 2005 1 -8

Content Theories of Motivation: Human Needs l Maslow’s Hierarchy of Needs l Alderfer’s Theory l Mc. Clelland’s © Prentice Hall, 2005 needs theory 1 -9

Maslow’s Hierarchy of Needs Figure 9– 1 © Prentice Hall, 2005 1 - 10

Alderfer’s Theory Self-actualization Growth External esteem Internal esteem Relatedness Existence Social Security Safety © Prentice Hall, 2005 1 - 11

Alderfer’s Theory l Similarity l to Maslow: Hierarchy of needs: lower level needs have priority over higher level needs: l l l Existence: Physiological and safety needs Relatedness: Social and external esteem needs Growth: Self-actualization and internal esteem needs l Difference from Maslow (textbook): Only three levels of needs l Ability to pursue higher level needs before lower-level needs are satisfied l Frustration-regression principle – can go down the hierarchy l l Difference from Maslow (management literature): Allows for different levels of needs to be pursued simultaneously. l Allows the order of the needs be different for different people. l Acknowledges that if a higher level need remains unfulfilled, the person may regress to lower level needs that appear easier to satisfy. This is known as the frustration-regression principle. l © Prentice Hall, 2005 1 - 12

Mc. Clelland’s Needs Theory l We develop these 3 needs in our lifetimes: l 1. Need for achievement (n. Ach) – the desire to do something better or more efficiently than it has ever been done before l 2. Need for power (n. Power) – the desire to control, influence, or be responsible for others l 3. Need for affiliation (n. Aff) – the desire to maintain close, friendly, personal relationships l Our life experiences determine which of these needs will be highly developed and therefore dominate the personality © Prentice Hall, 2005 1 - 13

Motivating Organization Members l Strategies for Motivating Organization Members l Managerial l Theory l Job Communication X–Theory Y Design l Behavior © Prentice Hall, 2005 Modification 1 - 14

Managerial Communication l Most affordable! l Gives employees sense of recognition, accomplishment, security and belonging © Prentice Hall, 2005 1 - 15

Theory X – Theory Y (Human Resources Model) Theory X managers who believe that people are inherently uncooperative and must be constantly punished or rewarded, Theory Y managers who believe that people are naturally responsible and self-motivated to be productive. © Prentice Hall, 2005 1 - 16

Job Design l Earlier Job Design Strategies l Job Rotation – moving workers from job to job l Job Enlargement – increase the number of job operations l Job Enrichment l Herzberg’s two-factor theory of motivation l Job Enrichment and Productivity l Modified Work Schedules l Work share programs l Flextime l Telecommuting / Virtual office © Prentice Hall, 2005 1 - 17

Modified Work Schedules l Work share programs l Flextime programs and alternative workplace strategies l Telecommuting and virtual offices © Prentice Hall, 2005 1 - 18