Quản trị kinh doanh - Chapter 16: Motivation

MotivationChapter 161MotivationOne secret for success in organizations is motivated and enthusiastic employeesWith such a diverse workforce, it is a challenge for managers to motivate employees toward common organizational goalsManager’s Challenge: Pfizer2MotivationEmployee motivation theories and modelsNeeds –processesReinforcementHow job design can affect employee satisfaction & productivity EmpowermentTopics Chapter 163MotivationArousal, direction, and persistence of behaviorEmployee motivation affects productivityPart of a manager’s job is to channel motivation toward the accomplishment of organizational goals4Two Types of RewardsIntrinsic rewards--satisfactions a person receives in the process of performing a particular action.Extrinsic rewards--given by another person.5Model of MotivationNEED-Creates desire to fulfill needs (food, friendship, recognition, achievement).BEHAVIOR-Results in actions to fulfill needs.REWARDS-Satisfy needs; intrinsic or extrinsic rewards.FEEDBACK-Reward informs person whether behavior was appropriate and should be used again.6Foundations of MotivationTraditionalHuman RelationsHuman ResourcesContemporarysystematic analysis of an employee’s jobeconomic rewards for high performancenoneconomic rewards, such as congenial work groupsworkers studied as people and the concept of social man was bornintroduce the concept of the whole personemployees are complex and motivated by many factorscontent theories stress the analysis of underlying human needprocess theories concern the thought processes that influence behaviorreinforcement theories focus on employee learning of desired work behaviors7Motivation Content TheoriesHierarchy of Needs Theory ERG Theory Two-Factor Theory Acquired Needs TheoryEmphasize the needs that motivate people8Hierarchy of Needs TheoryPhysiological Needsmost basic human physical needsSafety Needssafe and secure physical and emotional environmentBelongingness Needsdesire to be accepted by one’s peersEsteem Needsdesire for a positive self-image and to receive attentionSelf-ActualizationNeedsrepresent the need forself-fulfillmentHuman beings are motivated by a hierarchy of unsatisfied needs. Abraham Maslow9Maslow’s Hierarchy of NeedsOnce a need is satisfied, it declines in importance and the next higher need is activatedThere are opportunities for fulfillment off the job and on the job in each of the five levels of needsExperiential Exercise: What Motivates You?10ERG TheoryExistence Needsthe needs for physical well-beingRelatedness Needsthe need for satisfactory relationshipswith othersGrowth Needshuman potential,personal growth, and increased competence11Two Factor Motivation TheoryArea of SatisfactionArea of DissatisfactionMotivators influence level of satisfaction.Hygiene factors influence level of dissatisfactionMotivatorsHygieneFactorsAchievementRecognitionResponsibilityWork itselfPersonal growthWorking conditionsPay and securityCompany policiesSupervisorsInterpersonal relationships12Acquired Needs TheoryNeed for Achievement desire to accomplish something difficult, master complex tasks, and surpass othersNeed for Affiliation desire to form close personal relationships, avoid conflict, and establish warm friendshipsNeed for Power desire to influence or control othersDavid McClelland13Motivation Process TheoriesEquity Theoryfocuses on individuals’ perceptions of how fairly they are treated compared with othersmotivated to seek social equity in the rewards they expect for performance14Methods for Reducing Perceived InequitiesChange inputsChange outcomesDistort perceptionsLeave the job15Motivation Process TheoriesExpectancy Theorymotivation depends on individuals’ expectations about their ability to perform tasks and receive desired rewardsconcerned not with identifying types of needs but with the thinking process that individuals use to achieve rewardsbased on the effort, performance, and desirability of outcomes16Reinforcement Perspective on MotivationReinforcement ToolsPositive reinforcement in the administration of a pleasant and rewarding consequence.Avoidance learning is the removal of an unpleasant consequence following a desired behavior.Punishment is the imposition of unpleasant outcomes on an employee.Extinction is the withdrawal of a positive reward, behavior is no longer reinforced and hence is less likely to occur in the future.17Schedules of ReinforcementContinuous ReinforcementPartial ReinforcementFixed-Interval ScheduleFixed-Ratio ScheduleVariable-Interval ScheduleVariable-Ratio Schedule18Job Design for MotivationJob design = application of motivational theories to the structure of work for improving productivity and satisfactionJob simplification = job design whose purpose is to improve task efficiency by reducing the number of tasks a single person must do19Job Design for MotivationJob Rotation = job design that systematically moves employees from one job to another to provide them with variety and stimulationJob Enlargement = job design that combines a series of tasks into one new, broader job to give employees variety and challenge20Job Design for MotivationJob Enrichment = job design that incorporates achievement, recognition, and other high-level motivators into the workWork redesign = altering of jobs to increase both the quality of employee’s work experience and their productivity21Job Characteristics ModelSource: Adapted from J. Richard Hackman and G. R. Oldham, “Motivation through the Design of Work: Test of a Theory,” Organizational Behavior and Human Performance 16 (1976), 256.22Motivational Ideas for Turbulent TimesOrganizations are increasingly using various types of incentive compensation as a way to motivate employees to higher levels of performanceVariable compensation and forms of at risk pay are key motivational tools Ethical Dilemma: Compensation Showdown23Empowering People to Meet Higher NeedsInformation - Employees receive information about company performanceKnowledge - Employees have knowledge and skills to contribute to company goalsPower - Employees have the power to make substantive decisionsRewards - Employees are rewarded based on the company performanceFour Empowering Elements24Continuum of EmpowermentSources: Based on Robert C. Ford and Myron D. Fottler, “Empowerment: A Matter of Degree,” Academy of Management Executive 9, no. 3 (1995), 21-31; Lawrence Holpp, “Applied Emplowerment,” Training (February 1994), 39-44; and David P. McCaffrey, Sue R. Faerman, and David W. Hart, “”The Appeal and Difficulties of Participative Systems,” Organization Science 6, no. 6 (November-December 1995), 603-627.25Giving Meaning to WorkTo meet higher-level motivational needs and help people get intrinsic rewards from their work is to instill a sense of importance and meaningfulness26Motivational Ideas for Turbulent TimesRole of today’s manager is not to control others but to organize the workplace in such a way that each personCan learnContributeGrow27