Prepared by

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PowerPoint Presentation to accompany
Organizational Behavior 11th Edition
Don Hellriegel and John W. Slocum, Jr.
Chapter 5Fundamentals of Motivation
Prepared by Argie Butler Texas AM University
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Learning Objectives for AchievingMotivation in
the Workplace

• Explain the basic motivational process

• Describe two basic human needs approaches to
  motivation

• Explain how the design of jobs affect motivation

• Describe the expectancy model of motivation

• State how feelings of equity and inequity affect
  motivation

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Key Approaches to Motivation in the Workplace

• Meeting basic human needs

• Designing jobs that motivate people

• Enhancing the belief that desired rewardscan be
  achieved

• Treating people equitably

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Factors Necessary for Arousing Employee Motivation
Individuals must be

• Stimulated to gobeyond routineperformance
  andbecome creativeand innovativein their work

• Attracted to jointhe organizationand remain in
  it

• Allowed toperform thetasks for whichthey were
  hired

Plus
Plus
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Core Phases of the MotivationalProcess (Figure
5.2)
1. Employeeidentifiesneeds.
2. Employeesearches forways to satisfythese
needs.
3. Employeeselects goal-directedbehaviors.
6. Employeereassessesneeddeficiencies
5. Employeereceives eitherrewards
orpunishments.
4. Employeeperforms
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Maslows Needs Hierarchy (Figure 5.3)
Self-Actualization
Esteem
Affiliation
Security
Physiological
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Assumptions of MaslowsNeeds Hierarchy

• A satisfied need ceases to motivate behavior
• Several needs affect a persons behavior at any
  onetime
• Lower level needs must be satisfied before
  higherlevel needs are activated
• More ways to satisfy higher level needs than
  lowerlevel needs

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Using the Needs Hierarchy Model

• Satisfaction of deficiency needs fosters
  physicaland psychological health
• Satisfaction of growth needs helps developmentas
  a human being
• If not blocked, higher level needs will emerge
  andmotivate behavior
• Order of needs may be influenced by culture
• Organizational position or team membership
  canfacilitate growth need satisfaction

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McClellands Learned Needs
Power motive

• Action that affects others behavior and has
  astrong emotional appeal

Achievementmotive
Learnedneeds

• Compete againsta standard of excellence
  orprovide a uniquecontribution

Affiliation motive

• Establish, maintain,and restore closepersonal
  relation-ships withothers

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Using the AchievementMotivation Model

• Provide periodic performance feedback to employees

• Provide good role models

• Help employees modify self-images

• Guide employee aspirations in setting and
  attainingrealistic goals

• Communicate that managerial success is
  relatedmore to power than to affiliation

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MotivatorHygiene Model
Motivator factors
Hygiene factors

• Work itself
• Recognition
• Advancement
• Responsibility
• Intrinsic to the job
• Internal to the individual

• Company policy andadministration
• Technical supervision
• Salary
• Working conditions
• Interpersonal relations
• Extrinsic to the job

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Job Characteristics Enrichment Model (Figure 5.5)
CriticalPsychological States
Personal andWork Outcomes
Core jobCharacteristics
Experiencedmeaningfulness ofthe work
High internalwork motivation High qualitywork
performance High satisfactionwith the work Low
absenteeismand turnover
Skill variety Task variety Task significance
Autonomy
Experiencedresponsibility foroutcomes of the
work
Job Feedback
Knowledge of theactual results of thework
Individual Differences

• Knowledge and skill

• Growth-need strength

• Satisfaction with contextual factors

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Basic Assumptions of theExpectancy Model

• A combination of forces determines behavior

• Individuals decide their own behaviors
  inorganizations

• Different individuals have different needsand
  goals, and want different rewards

• Individuals decide among alternatives basedon
  their perceptions

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Key Variables in theExpectancy Model

• First-level outcomesresults of doing the job

• Second-level outcomespositive or negative events
  produced by first-level outcomes

• Expectancyeffort-performance belief

• Instrumentalityrelationship between first-level
  and second-level outcomes.

• Valencepreference for a second-level outcome

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Expectancy Model in Action (Figure 5.6)
First-level Outcomes
Second-level Outcomes
Self-confidence
Effort Attend class Study Take notes Prepare
for exams
PerformanceGrade in Class A B C D F
Self-esteem
Personal happiness
Overall GPA
Expectancy
Approval of others
Instrumentality
Respect of others
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Potential Problems of theExpectancy Model

• Accurate measurement of effort is difficult

• Importance of second-level outcomes hard to
  determine

• Assumption that motivation is a conscious choice
  process

• Works best in cultures that emphasize internal
  attribution(e.g. Canada, U.S.A., U.K.) rather
  than fatalism (e.g.Brazil, Iran, China)

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Organizational Uses of theExpectancy Model

• Determine outcomes that each employee values

• Define measurable performance levels

• Ensure that desired performance can be attained

• Link desired performance and employees outcomes

• Remember that motivation is based on perceptions

• Make sure changes in rewards are linked
  toemployees effort

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Examples of Inputs and Outcomes in Organizations
(Table 5.3)
INPUTS
OUTCOMES

• Age
• Attendance
• Interpersonal skills, communication skills
• Job effort (long hours)
• Level of education
• Past experience

• Challenging job assignments
• Fringe benefits
• Job perquisites (parking space or office
  location)
• Job security
• Monotony
• Promotion

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Examples of Inputs and Outcomes in Organizations
(Table 5.3) (continued)
INPUTS
OUTCOMES

• Performance
• Personal appearance
• Seniority
• Social status
• Technical skills
• Training

• Recognition
• Responsibility
• Salary
• Seniority benefits
• Status symbols
• Working conditions

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Inequity as a Motivational Process(Figure 5.7)
Individualperceivesinequity
Individualexperiencestension
Individualwants toreducetension
Individualtakesaction
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Ways to Reduce TensionProduced by Inequity

• Actually change inputs
• Actually change outcomes
• Mentally distort inputs or outcomes
• Leave organization or transfer to another
  department
• Change the reference group
• Distort others inputs or outcomes

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Decision-making Using Equity Theory

• Procedural Justice

• Emphasizes processes used to reach a decision
• Focuses on fairness of rules and procedures
• Fair procedures lead to high job satisfaction and
  performance

• Organizational Citizenship Behavior

• Employees going beyond what is formally required
  by the job
• Focus on fair exchanges among employees

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Organizational Usesof the Equity Model

• Treat employees fairly
• People make decisions concerning equity after
  comparing themselves with others
• Procedural justice influences perceptions of
  organizational fairness