1、18-1Chapter 7: Motivation Concepts7-2Learning ObjectivesAfter studying this chapter, you should be able to:Describe the three key elements of motivation.Evaluate the applicability of early theories of motivation.Apply the predictions of self-determination theory to intrinsic and extrinsic rewards.Id

2、entify the implications of employee job engagement for management.Describe goal-setting theory, self-efficacy theory, and reinforcement theory.Demonstrate how organizational justice is a refinement of equity theory.Apply the key tenets of expectancy theory to motivating employees.Compare contemporar

3、y theories of motivation.7-3Describe the Three Key Elements of MotivationMotivation is the processes that account for an individuals intensity, direction, and persistence of effort toward attaining a goal. The level of motivation varies both between individuals and within individuals at different ti

4、mes.LO 17-4The three key elements of motivation are: Intensity: concerned with how hard a person tries.Direction: the orientation that benefits the organization. Persistence: a measure of how long a person can maintain his/her effort. LO 1Describe the Three Key Elements of Motivation7-5 Evaluate the

5、 Applicability of Early Theories of Motivation LO 27-6Maslows need theory has received wide recognition, particularly among practicing managers. Research does not generally validate the theory.Some researchers have attempted to revive components of the need hierarchy concept, using principles from e

6、volutionary psychology.LO 2 Evaluate the Applicability of Early Theories of Motivation 7-7Theory X and Theory Y Theory X assumptions are basically negative. Employees inherently dislike work and must be coerced into performing. Theory Y assumptions are basically positive. Employees can view work as

7、being as natural as rest or play. LO 2 Evaluate the Applicability of Early Theories of Motivation 7-8The implications for managers can be explained by using Maslows framework Theory X: lower-order needs dominate individuals. Theory Y: higher-order needs dominate individuals. McGregor himself believe

8、d that Theory Y assumptions were more valid than Theory X. There is no evidence to suggest that either set of assumptions is valid. LO 2 Evaluate the Applicability of Early Theories of Motivation 7-9LO 2 Evaluate the Applicability of Early Theories of Motivation 7-10LO 2 Evaluate the Applicability o

9、f Early Theories of Motivation 7-11Criticisms of Herzbergs theory: Limited because it relies on self-reports. Reliability of methodology is questioned. No overall measure of satisfaction was utilized. Herzberg assumed a relationship between satisfaction and productivity, but the research methodology

10、 he used looked only at satisfaction, not at productivity.LO 2 Evaluate the Applicability of Early Theories of Motivation 7-12McClellands Theory of NeedsThe theory focuses on three needs: Need for achievement (nAch): drive to excel, to achieve in relation to a set of standards, to strive to succeed.

11、Need for power (nPow): need to make others behave in a way that they would not have behaved otherwise.Need for affiliation (nAfl): desire for friendly and close interpersonal relationships. LO 2 Evaluate the Applicability of Early Theories of Motivation 7-13McClellands theory has had the best suppor

12、t. It has less practical effect than the others. Because McClelland argued that the three needs are subconsciouswe may rank high on them but not know itmeasuring them is not easy. The process is time consuming and expensive, and few organizations have been willing to invest in measuring McClellands

13、concept.LO 2 Evaluate the Applicability of Early Theories of Motivation 7-14Apply the Predictions of Self-Determination Theory to Intrinsic and Extrinsic RewardsSelf-Determination TheoryProposes that people prefer to feel they have control over their actions.Research on self-determination theory has

14、 focused on cognitive evaluation theory.People paid for work feel less like they want to do it and more like they have to it. Proposes that in addition to being driven by a need for autonomy, people seek ways to achieve competence and positive connections to others. LO 37-15When extrinsic rewards ar

15、e used as payoffs for performance, employees feel they are doing a good job. Eliminating extrinsic rewards can also shift an individuals perception of why he or she works on a task from an external to an internal explanation. Self-determination theory acknowledges that extrinsic rewards can improve

16、even intrinsic motivation under specific circumstances. LO 3Apply the Predictions of Self-Determination Theory to Intrinsic and Extrinsic Rewards7-16What does self-determination theory suggest for providing rewards?A senior sales representative may be motivated by a commission. A computer programmer

17、 who values writing code because she likes to solve problems might react negatively to an external standard like having to write a certain number of lines of code every day.Self-concordance: considers how strongly peoples reasons for pursuing goals are consistent with their interests and core values

18、. LO 3Apply the Predictions of Self-Determination Theory to Intrinsic and Extrinsic Rewards7-17What does all of this mean?For individuals:Choose your job for reasons other than extrinsic rewards. For organizations:Provide intrinsic as well as extrinsic incentives. LO 3Apply the Predictions of Self-D

19、etermination Theory to Intrinsic and Extrinsic Rewards7-18 Identify the Implications of Employee Job Engagement for ManagementJob engagement is the investment of an employees physical, cognitive, and emotional energies into job performance. Many studies attempt to measure this deeper level of commit

20、ment. Gallup organization: more engaged employees in successful organizations than in average organizations.Academic studies: job engagement is positively associated with performance and citizenship behaviors. LO 47-19 Identify the Implications of Employee Job Engagement for ManagementWhat makes peo

21、ple more engaged in their job?The degree to which an employee believes it is meaningful to engage in work. A match between the individuals values and the organizations. Leadership behaviors that inspire workers to a greater sense of mission. LO 47-20 Identify the Implications of Employee Job Engagem

22、ent for ManagementAre highly engaged employees getting “too much of a good thing?”Construct is partially redundant with job attitudes. It may have a “dark side.” Positive relationships between engagement and work-family conflict. LO 47-21Describe Goal-Setting Theory, Self-Efficacy Theory & Reinforce

23、ment TheoryGoal-Setting Theory Goals tell an employee what needs to be done and how much effort is needed. Evidence suggests: Specific goals increase performance.Difficult goals, when accepted, result in higher performance than do easy goals. Feedback leads to higher performance than does non-feedba

24、ck. LO 57-22Three other factors influencing the goals-performance relationship: Goal commitmentTask characteristicsNational culture LO 5Describe Goal-Setting Theory, Self-Efficacy Theory & Reinforcement Theory7-23People differ in the way they regulate their thoughts and behaviors.Those with a promot

25、ion focus strive for advancement and plishment and approach conditions that move them closer toward desired goals. Those with a prevention focus strive to fulfill duties and obligations and avoid conditions that pull them away from desired goals. Its probably best to be both promotion and prevention

26、 oriented. LO 5Describe Goal-Setting Theory, Self-Efficacy Theory & Reinforcement Theory7-24LO 5Describe Goal-Setting Theory, Self-Efficacy Theory & Reinforcement Theory7-25Self-efficacy theory is an individuals belief that he or she is capable of performing a task.Enactive masteryVicarious modeling

27、Verbal persuasionArousalAlso known as social cognitive theory and social learning theory. LO 5Describe Goal-Setting Theory, Self-Efficacy Theory & Reinforcement Theory7-26LO 5Describe Goal-Setting Theory, Self-Efficacy Theory & Reinforcement Theory7-27Implications of self-efficacy theory:Training pr

28、ograms often make use of enactive mastery by having people practice and build their skills. Intelligence and personality are absent from Banduras list, but they can increase self-efficacy. LO 5Describe Goal-Setting Theory, Self-Efficacy Theory & Reinforcement Theory7-28Reinforcement theory: behavior

29、 is a function of its consequences.Takes a behavioristic view, arguing that reinforcement conditions behavior.Behavior is environmentally caused. Goal-setting is a cognitive approach: an individuals purposes direct his or her action. Operant conditioning theory: people learn to behave to get somethi

30、ng they want or to avoid something they dont want. B.F. Skinners behaviorism LO 5Describe Goal-Setting Theory, Self-Efficacy Theory & Reinforcement Theory7-29In its pure form, reinforcement theory ignores feelings, attitudes, expectations, and other cognitive variables known to affect behavior. Some

31、 researchers look at the same experiments reinforcement theorists use to support their position and interpret the findings in a cognitive framework.Reinforcement is undoubtedly an important influence on behavior, but few scholars are prepared to argue it is the only one. LO 5Describe Goal-Setting Th

32、eory, Self-Efficacy Theory & Reinforcement Theory7-30Social-learning theory: we can learn through both observation and direct experience.Models are central, and four processes determine their influence on an individual:Attentional processesRetention processesMotor reproduction processesReinforcement

33、 processes LO 5Describe Goal-Setting Theory, Self-Efficacy Theory & Reinforcement Theory7-31Demonstrate How Organizational Justice is a Refinement of Equity TheoryLO 67-32Demonstrate How Organizational Justice is a Refinement of Equity TheoryWhen employees perceive an inequity, they can be predicted

34、 to make one of six choices:Change their inputs. Change their es. Distort perceptions of self. Distort perceptions of others. Choose a different referent. Leave the field. LO 67-33LO 6Demonstrate How Organizational Justice is a Refinement of Equity Theory7-34 Apply the Key Tenets of Expectancy Theor

35、y to Motivating EmployeesExpectancy theory argues that a tendency to act in a certain way depends on an expectation that the act will be followed by a given e and on the attractiveness of that e to the individual. An employee will be motivated to exert a high level of effort when he or she believes

36、that: Effort will lead to a good performance appraisal. A good appraisal will lead to rewards. The rewards will satisfy his or her personal goals. LO 77-35LO 7 Apply the Key Tenets of Expectancy Theory to Motivating Employees7-36Expectancy theory helps explain why a lot of workers arent motivated on

37、 their jobs and do only the minimum necessary to get by. Three questions employees need to answer in the affirmative if their motivation is to be maximized:If I give maximum effort, will it be recognized in my performance appraisal?If I get a good performance appraisal, will it lead to organizational rewards?If Im