Motivating_Self_and_Others

1、Chapter 4, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright 2003 Pearson Education Canada Inc. Chapter 4Motivating Self and OthersChapter 4, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright 2003 Pearson E

2、ducation Canada Inc. Class Agenda Oct. 20 Mini Lecture Individual and Team DiscussionsChapter 4, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright 2003 Pearson Education Canada Inc. Lecture Outline Central Questions: What is motivation? What do theories

3、 tell us about motivating ourselves and others? Lecture Content: Discuss what we mean by motivation Examine Needs and Process theories of motivationChapter 4, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright 2003 Pearson Education Canada Inc. Motivatio

4、nChapter 4, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright 2003 Pearson Education Canada Inc. Employee Motivation More challenging today because: Gen-X brings different needs, baby boomers needs entering new stages Layoffs, restructuring damaged EE t

5、rust Flatter orgs not enough supervisors to practice “command-and-control” motivationChapter 4, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright 2003 Pearson Education Canada Inc. What Is Motivation? Motivation The processes that account for an individ

6、uals intensity, direction, and persistence of effort toward attaining a goalIntensity: how hard a person triesIntensity: how hard a person triesDirection: where effort is channeledDirection: where effort is channeledPersistence: how long effort is maintainedPersistence: how long effort is maintained

7、Chapter 4, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright 2003 Pearson Education Canada Inc. Douglas MacGregor (1960) Theory X Assumes that employees dislike work, will attempt to avoid it, and must be coerced, controlled, or threatened with punishme

8、nt if they are to perform. Theory Y Assumes that employees like work, are creative, seek responsibility, and can exercise self-direction and self-control.Chapter 4, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright 2003 Pearson Education Canada Inc. Typ

9、es of Motivators Intrinsic A persons internal desire to do something, due to such things as interest, challenge, and personal satisfaction. Extrinsic Motivation that comes from outside the person, such as pay, bonuses, and other tangible rewards. Chapter 4, Stephen P. Robbins and Nancy Langton, Orga

10、nizational Behaviour, Third Canadian Edition.Copyright 2003 Pearson Education Canada Inc. Needs Theories of Motivation Basic premise is that individuals have needs that, when unsatisfied, will result in motivation MaslowsMaslows hierarchy of needs hierarchy of needsHerzbergsHerzbergs two factor theo

11、ry two factor theoryAlderfersAlderfers ERG theory ERG theoryMcClellands theory of needsMcClellands theory of needsChapter 4, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright 2003 Pearson Education Canada Inc. Maslows Hierarchy of Needs (1954)Physiologi

12、calSafetySocialEsteemSelf-actualizationChapter 4, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright 2003 Pearson Education Canada Inc. Maslows Hierarchy of Needs Physiological Needs Includes hunger, thirst, shelter, sex and other bodily needs Safety Nee

13、ds Includes security and protection from physical and emotional harm Social Needs Includes affection, belongingness, acceptance, and friendshipChapter 4, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright 2003 Pearson Education Canada Inc. Maslows Hierar

14、chy of Needs Esteem Includes internal esteem factors such as self-respect, autonomy, and achievement; and external esteem factors such as status, recognition, and attention Self-actualization The drive to become what one is capable of becoming; includes growth, achieving ones potential, and self-ful

15、fillmentChapter 4, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright 2003 Pearson Education Canada Inc. Needs HierarchyTheoryNeeds Hierarchy TheorySelf-Actualization Maslow arranged five needs in a hierarchy Satisfaction-progression hypothesis as need s

16、atisfied, move to next up the hierarchy Self-actualization is exception - desire more rather than less Lacks empirical support too rigid for dynamics of needs needs do not cluster around categoriesChapter 4, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyr

17、ight 2003 Pearson Education Canada Inc. Maslows Hierarchy of NeedsPhysiologicalSafetySocialEsteemSelf-actualizationChapter 4, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright 2003 Pearson Education Canada Inc. Herzbergs Motivation-Hygiene Theory (1959)

18、Chapter 4, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright 2003 Pearson Education Canada Inc. Hertzbergs Two Factor TheoryTry to answer Herzbergs survey questions yourself. Think about a job youve had in the past or present (or your school work). What

19、 specific event or incident (singular or recurring) gave you the most satisfaction? What caused the most dissatisfaction?Chapter 4, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright 2003 Pearson Education Canada Inc. Herzbergs Motivation-Hygiene Theory

20、Hygiene factors are necessary, but not sufficient, for healthy adjustment Extrinsic factors; context of workCompany policy and administrationCompany policy and administrationUnhappy relationship with employees Unhappy relationship with employees supervisorsupervisorPoor interpersonal relations with

21、ones peersPoor interpersonal relations with ones peersPoor working conditionsPoor working conditionsChapter 4, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright 2003 Pearson Education Canada Inc. Herzbergs Motivation-Hygiene Theory Motivators - the sour

22、ces of satisfaction Intrinsic factors; content of workAchievementAchievementRecognitionRecognitionChallenging, varied or interesting workChallenging, varied or interesting workResponsibilityResponsibilityAdvancementAdvancementChapter 4, Stephen P. Robbins and Nancy Langton, Organizational Behaviour,

23、 Third Canadian Edition.Copyright 2003 Pearson Education Canada Inc. Contrasting Views of Satisfaction and DissatisfactionSatisfactionDissatisfactionTraditional viewSatisfactionNo satisfactionHerzbergs viewNo dissatisfactionDissatisfactionHygiene FactorsMotivatorsChapter 4, Stephen P. Robbins and Na

24、ncy Langton, Organizational Behaviour, Third Canadian Edition.Copyright 2003 Pearson Education Canada Inc. Alderfers ERG Theory (1969) Existence Concerned with providing basic material existence requirements Relatedness Desire for maintaining important interpersonal relationships Growth Intrinsic de

25、sire for personal developmentChapter 4, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright 2003 Pearson Education Canada Inc. McClellands Theory of Needs (1988) Need for Achievement The drive to excel, to achieve in relation to a set of standards, to str

26、ive to succeed Need for Power The need to make others behave in a way that they would not have behaved otherwise Need for Affiliation The desire for friendly and close interpersonal relationshipsChapter 4, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyrig

27、ht 2003 Pearson Education Canada Inc. Summarizing Needs TheoriesHygieneFactorsNeed for AchievementNeed for PowerNeed for AffiliationSelf-ActualizationEsteemAffiliationSecurityPhysiologicalMotivatorsRelatednessExistenceGrowthMaslowAlderferHerzbergMcClellandChapter 4, Stephen P. Robbins and Nancy Lang

28、ton, Organizational Behaviour, Third Canadian Edition.Copyright 2003 Pearson Education Canada Inc. Summary: Hierarchy of Needs Maslow: Argues that lower-order needs must be satisfied before one progresses to higher-order needs. Herzberg: Hygiene factors must be met if person is not to be dissatisfie

29、d. They will not lead to satisfaction, however. Motivators lead to satisfaction. Alderfer: More than one need can be important at the same time. If a higher-order need is not being met, the desire to satisfy a lower-level need increases. McClelland: People vary in the types of needs they have. Their

30、 motivation and how well they perform in a work situation are related to whether they have a need for achievement, affiliation, or power.Chapter 4, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright 2003 Pearson Education Canada Inc. Summary: Impact of T

31、heory Maslow: Enjoys wide recognition among practising managers. Most managers are familiar with it. Herzberg: The popularity of giving workers greater responsibility for planning and controlling their work can be attributed to his findings. Shows that more than one need may operate at the same time

32、. Alderfer: Seen as a more valid version of the need hierarchy. Tells us that achievers will be motivated by jobs that offer personal responsibility, feedback, and moderate risks. McClelland: Tells us that high need achievers do not necessarily make good managers, since high achievers are more inter

33、ested in how they do personally. Chapter 4, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright 2003 Pearson Education Canada Inc. Summary: Support and Criticism of Theory Maslow: Research does not generally validate the theory. In particular, there is li

34、ttle support for the hierarchical nature of needs. Criticized for how data were collected and interpreted. Herzberg: Not really a theory of motivation: Assumes a link between satisfaction and productivity that was not measured or demonstrated. Alderfer: Ignores situational variables. McClelland: Mix

35、ed empirical support, but theory is consistent with our knowledge of individual differences among people. Good empirical support, particularly on needs achievement. Chapter 4, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright 2003 Pearson Education Cana

36、da Inc. Process Theories of Motivation Looks at the actual process of motivation Expectancy theory Goal-setting theoryChapter 4, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright 2003 Pearson Education Canada Inc. Vrooms Expectancy Theory (1964) The str

37、ength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. Chapter 4, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyri

38、ght 2003 Pearson Education Canada Inc. Expectancy Relationships The theory focuses on three relationships: Effort-performance relationship The perceived probability that exerting a given The perceived probability that exerting a given amount of effort will lead to performance.amount of effort will l

39、ead to performance. Performance-reward relationship The degree to which the individual believes that The degree to which the individual believes that performing at a particular level will lead to a desired performing at a particular level will lead to a desired outcome.outcome. Rewards-personal goal

40、s relationship The degree to which organizational rewards satisfy an The degree to which organizational rewards satisfy an individuals personal goals or needs and and are individuals personal goals or needs and and are attractive to the individual.attractive to the individual.Chapter 4, Stephen P. R

41、obbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright 2003 Pearson Education Canada Inc. How Expectancy Theory WorksExpectancyEffort Performance LinkE=0No matter how much effort I put in, probably not possibleto memorize the text in 24 hoursInstrumentalityPerformance R

42、ewards LinkI=0My professor does not looklike someone who has $1 millionValenceRewards Personal Goals LinkV=1There are a lot of wonderful things I could do with $1 millionMy professor offers me $1 million if I memorize the textbook by tomorrow morning.Conclusion: Though I value the reward, I will not

43、 be motivated to do this task.Chapter 4, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright 2003 Pearson Education Canada Inc. Steps to Increasing Motivation Using Expectancy TheoryImproving ExpectancyImprove the ability of theindividual to perform Make

44、sure employees have skills for the task Provide training Assign reasonable tasks and goalsImproving InstrumentalityImproving ValenceIncrease the individuals belief that performance will lead to reward Observe and recognize performance Deliver rewards as promised Indicate to employees how previous go

45、od performance led to greater rewardsMake sure that the reward ismeaningful to the individual Ask employees what rewards they value Give rewards that are valuedChapter 4, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright 2003 Pearson Education Canada In

46、c. Goal-Setting Theory The theory that specific and difficult goals lead to higher performance. Goals tell an employee what needs to be done and how much effort will need to be expended. Specific goals increase performanceSpecific goals increase performance Difficult goals, when accepted, result in

47、higher Difficult goals, when accepted, result in higher performance than do easy goalsperformance than do easy goals Feedback leads to higher performance than does Feedback leads to higher performance than does nonfeedbacknonfeedback. . Specific hard goals produce a higher level of output than does the generalized goal of “do your best.” The specificity of the goal itself acts as an internal The specificity of the goal itself acts as an internal stimulus.stimulus.Chapter 4, Stephen P. Robbins and Nancy Langton, Organizatio