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CHAPTER FOURTEEN Motivation

Effective Management 2nd Edition Chuck Williams. CHAPTER FOURTEEN Motivation. Prepared by Deborah Baker Texas Christian University. Effort and Performance. Job Performance = Motivation x Ability x Situational Constraints. Job performance how well someone performs the job Motivation

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CHAPTER FOURTEEN Motivation

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  1. Effective Management 2nd Edition Chuck Williams CHAPTER FOURTEENMotivation Prepared byDeborah BakerTexas Christian University

  2. Effort and Performance Job Performance = Motivation x Ability x Situational Constraints • Job performance • how well someone performs the job • Motivation • effort put forth on the job • Ability • capability to do the job • Situational Constraints • external factors affecting performance 1.1

  3. Maslow’s Hierarchy Alderfer’s ERG McClelland’s Learned Needs Higher-Order Needs Self-Actualization Esteem Belongingness Safety Physiological Growth Relatedness Existence Power Achievement Affiliation Lower-Order Needs Needs Classification Adapted From Exhibit 14.4 1.2

  4. Outcomesother Inputsother Outcomesself Inputsself Equity Theory • Inputs • employee contributions to the organization • Outcomes • rewards employees receive from the organization • Referents • comparison others • Outcome/input (O/I) ratio = 2.1

  5. Motivating with Equity Theory • Look for and correct major inequities • Reduce employees’ inputs • Make sure decision-making processes are fair • distributive justice • procedural justice 2.3

  6. Valence Expectancy Instrumentality Components of Expectancy Theory Motivation = Valence X Expectancy X Instrumentality 3

  7. Motivating with Expectancy Theory • Systematically gather information to find out what employees want from their jobs • Clearly link rewards to individual performance • Empower employees to make decisions which enhance expectancy perceptions 3.2

  8. Components of Reinforcement Theory • Positive reinforcement • desirable consequence strengthens behavior • Negative reinforcement • withholding unpleasant consequence strengthens behavior • Punishment • unpleasant consequence weakens behavior • Extinction • no consequence weakens behavior 4.1

  9. Continuous Intermittent Schedules for Delivering Reinforcement 4.2

  10. Motivating with Reinforcement Theory • Identify, measure, analyze, intervene, and evaluate • Don’t reinforce the wrong behavior • Correctly administer punishment at the appropriate time • Choose the simplest and most effective schedule of reinforcement 4.3

  11. Goal-Setting Theory • Goal Specificity • the clarity of goals • Goal Difficulty • how challenging goals are • Goal Acceptance • how well goals are agreed to or understood • Performance Feedback • information on goal progress 5.1

  12. Motivating with Goal-Setting Theory • Assign specific, challenging goals • Make sure workers truly accept organizational goals • Provide frequent, specific performance-related feedback 5.2

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