ROBBINS CHAPTER-6

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ROBBINS CHAPTER-6

• DR. PATRICK J. SWEENEY

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Basic Motivational ConceptsCh6

• Should anyone make more than the boss? Or a
  Vice-President?
• Who do you want to keep?
• What can be done to keep them on board?
• What about the non-keepers?
• Which stocks do you keep?

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Basic Motivational ConceptsCh6

• MOTIVATIONresult of interaction of individuals
  and the situation.
• MOTIVATION is defined by
• INTENSITY
• DIRECTION WHAT WILL MOTIVATE
• EFFORT YOU?

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Basic Motivational ConceptsCh6

• Maslows Hierarchy of Needs
• Physiologicalhunger, thirst, etc.
• Safetysecurity physical and emotional
• Socialaffection, belonging, etc.
• Esteemself-respect, achievement, etc.
• Self-actualizationbe all you can be.
• One at a time up the ladder or down
• Loved by all, but no facts that it is true
• Fig. 6-1

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Basic Motivational ConceptsCh6

• Theory X, Y, and Z
• McGregor
• Xlazy, no good bums /// threaten them
• Yambitious /// praise them
• Againno evidence that this is true
• Ouchi
• Zteams, empowerment, quality circles
• Catchy no?
• Some evidence that this is more realistic

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Basic Motivational ConceptsCh6

• Herzbergs two factor theory
• Poor research methodology, situation not
  considered, satisfaction not defined, assumed
  that satisfaction and productivity related
• Motivational
• Achievement, recognition, work itself,
  responsibility, advancement, growth
• CONTRIBUTE TO JOB SATISFACTION
• Hygiene
• Policy, work conditions, supervision, salary,
  relationships, personal life, status, security
• CONTRIBUTE TO JOB DISSATISFACTION
• Fig. 6-2, 6-3

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Basic Motivational ConceptsCh6

• Alderfers ERG Theory
• Existence, relatedness, growth
• Can be in all three at once
• If growth stifled, others increase in importance
• Some say it works
• Some say it doesnt work in organizations

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Basic Motivational ConceptsCh6

• McClellands Theory of Needs
• Achievement, power, affiliation
• High achievers do well in jobs where they control
  and enjoy doing well personally
• Power and affiliation together are closely
  related to managerial success
• Cognitive evaluation theory
• If the work is fun and you pay for good
  performance, the performance will fall
• Tell me what you think of this one!!!!
• Fig. 6-4

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Basic Motivational ConceptsCh6

• McClellands Theory of Needs
• Achievement, power, affiliation
• High achievers do well in jobs where they control
  and enjoy doing well personally, Fig. 6-6
• Power and affiliation together are closely
  related to managerial success
• Cognitive evaluation theory
• If the work is fun and you pay for good
  performance, the performance will fall
• Tell me what you think of this one!!!!

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Basic Motivational ConceptsCh6

• GOAL SETTING THEORY
• Expect much-get much, participation,
  self-efficacyno evidence of job satisfaction!
• REINFORCEMENT THEORYwhy?
• EQUITY THEORYhow we are rewarded relative to
  others, distributed justice (fair rewards),
  procedural justice (fair procedures)
• EXPECTANCY THEORYseems to work as one gets what
  they think they deserve, Fig. 6-7

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Basic Motivational ConceptsCh6

• Ability Opportunity
• Ability
• Motivation
• Opportunity
• Performance f (A x M x O)
• Could you add anything to the equation?
• Fig. 6-8, 6-9

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Basic Motivational ConceptsCh6

• Summary of Theories
• Need
• Goal setting
• Reinforcement
• Equity
• Expectancy
• NOW LETS LOOK AT THE POWER
• Fig. 6-10

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Basic Motivational ConceptsCh6

• What can your employer do to increase your
  motivation?
• What theory will work best with you?
• Will money motivate you?
• How much?
• When does money stop being a motivator for you?

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Notes