《Contemporary Management》chpt12 Motivation

12 Motivation OThe McGraw-Hill Companies. Inc, 2000

12-1 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Motivation 12

12-2 Motivation e Defined as the psychological forces within a person that determine: 1)direction of behavior in an organization 2) the effort or how hard people work; 3)the persistence displayed in meeting goals Intrinsic Motivation behavior performed for its own sake Motivation comes from performing the work Extrinsic Motivation: behavior performed to acquire rewards o Motivation source is the consequence of an action " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000

12-2 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Motivation ⚫Defined as the psychological forces within a person that determine: 1) direction of behavior in an organization; 2) the effort or how hard people work; 3) the persistence displayed in meeting goals. ◼ Intrinsic Motivation: behavior performed for its own sake. ◆ Motivation comes from performing the work. ◼ Extrinsic Motivation: behavior performed to acquire rewards. ◆ Motivation source is the consequence of an action

12-3 Outcomes Inputs Regardless of the source of motivation, people seek outcomes o Outcome: anything a person gets from a job a Examples include pay, autonomy, accomplishment Organizations hire workers to obtain inputs o Input: anything a person contributes to their job Examples include skills, knowledge, work behavior Managers thus use outcomes to motivate workers to provide inputs " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000

12-3 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Outcomes & Inputs ◼ Regardless of the source of motivation, people seek outcomes. ◆ Outcome: anything a person gets from a job. ◼ Examples include pay, autonomy, accomplishment. ◼ Organizations hire workers to obtain inputs: ◆ Input: anything a person contributes to their job. ◼ Examples include skills, knowledge, work behavior. ◼ Managers thus use outcomes to motivate workers to provide inputs

12-4 Motivation Equation Figure 12.1 Inputs from Outcomes Organizational Performance received by members members Time Contribute to Effort Pay organization Education Job security efficient Benefits Experience Vacation Skills effectivenes Knowledge d Autonomy attain goals Responsibility Work behav " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000

12-4 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Motivation Equation Inputs from Organizational members Performance Outcomes received by members Time Effort Education Experience Skills Knowledge Work Behav. Contribute to organization efficiency, effectiveness and attain goals Pay Job Security Benefits Vacation Autonomy Responsibility Figure 12.1

125 Expectancy Theory Developed by victor vroom and is a very popular theory of work motivation. Vroom suggests that motivation will be high when workers feel: High levels of effort lead to high performance High performance will lead to the attainment of desire outcomes o Consists of three areas: Expectancy, Instrumentality, &e valence win/MeGraw-Hill CThe McGraw-Hill Companies, Inc, 2000

12-5 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Expectancy Theory Developed by Victor Vroom and is a very popular theory of work motivation. ⚫Vroom suggests that motivation will be high when workers feel: ◼ High levels of effort lead to high performance. ◼ High performance will lead to the attainment of desire outcomes. ⚫Consists of three areas: ◼ Expectancy, Instrumentality, & Valence

12-6 Expectancy, Instrumentality, valence Figure 12.2 Effort Performance Outcomes Expectancy: Person’s Instrumentality Valence perception that perception that How desired their effort will performance are the outcomes result in results in from a outcomes performance b " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000

12-6 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Expectancy, Instrumentality, & Valence Effort Expectancy: Person’s perception that their effort will result in performance Instrumentality perception that performance results in outcomes Valence: How desired are the outcomes from a job Performance Outcomes Figure 12.2

12-7 Expectancy, Instrumentality, valence Expectancy is the perception that effort (input )will result in a level of performance o You will work hard if it leads to high performance a You would be less willing to work hard if you knew that the best you would get on a paper was a d regardless of how hard you tried a Instrumentality Performance leads to outcomes Workers are only motivated if they think performance leads to an outcome a Managers should link performance to outcomes valence: How desirable each outcome is to a person o Managers should determine the outcomes workers want most " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000

12-7 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Expectancy, Instrumentality, & Valence ◼ Expectancy is the perception that effort (input) will result in a level of performance. ◆ You will work hard if it leads to high performance. ◼ You would be less willing to work hard if you knew that the best you would get on a paper was a D regardless of how hard you tried. ◼ Instrumentality: Performance leads to outcomes. ◆ Workers are only motivated if they think performance leads to an outcome. ◼ Managers should link performance to outcomes. ◼ Valence: How desirable each outcome is to a person. ◆ Managers should determine the outcomes workers want most

12-8 High motivation aCcording to the expectancy Theory, high motivation results from high levels of Expectancy, Instrumentality, valence If just one value is low, motivation will be low This means that even if desired outcomes are closely link to performance, the worker must feel the task is possible to achieve for high motivation to result Managers need to consider this relationship to build a high performance firm " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000

12-8 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 High Motivation: ⚫According to the Expectancy Theory, high motivation results from high levels of Expectancy, Instrumentality, & Valence. ◼ If just one value is low, motivation will be low. ◼ This means that even if desired outcomes are closely link to performance, the worker must feel the task is possible to achieve for high motivation to result. ◼ Managers need to consider this relationship to build a high performance firm

12-9 Expectancy Theory Figure 12. 3 High Expectancy High High valence Instrumentality (Worker knows that (Worker desires the if they try, they can (Worker perceives that outcomes resulting perform) high performance from high leads to outcomes) performance) High Motivation " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000

12-9 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Expectancy Theory High Expectancy (Worker knows that if they try, they can perform) High Instrumentality (Worker perceives that high performance leads to outcomes) High Valence (Worker desires the outcomes resulting from high performance) High Motivation Figure 12.3

12-10 Need Theory People are motivated to obtain outcomes at work to satisfy their needs o A need is a requirement for surviva ◆ To motivate a person 1 )Managers must determine what needs worker wants satisfied 2 )Ensure that a person receives the outcomes when performing well Several needs theories exist Maslows Hierarchy of Needs ◆ Alderfer'sERG " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000

12-10 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Need Theory People are motivated to obtain outcomes at work to satisfy their needs. ◆ A need is a requirement for survival. ◆ To motivate a person: 1)Managers must determine what needs worker wants satisfied. 2)Ensure that a person receives the outcomes when performing well. ◼ Several needs theories exist. ◆ Maslow’s Hierarchy of Needs. ◆ Alderfer’s ERG