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Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,2007 Prentice Hall Inc.All rights reserved.,Motivation,Concepts,Chapter,SIX,2007 Prentice Hall Inc.All rights reserved.,What Is Motivation?,Direction,Persistence,Intensity,Key Elements,Intensity:How hard a person tries,Direction:Toward beneficial goal,Persistence:How long a person tries,Motivation,The processes that account for an individuals intensity,direction,and persistence of effort toward attaining a goal,What Is Motivation?,2007 Prentice Hall Inc.All rights reserved.,Hierarchy of Needs Theory(Maslow),Hierarchy of Needs Theory,There is a hierarchy of five needs:,physiological,safety,social,esteem,and self-actualization;as each need is substantially satisfied,the next need becomes dominant.,Self-Actualization,The drive to become what one is capable of becoming,2007 Prentice Hall Inc.All rights reserved.,Maslows Hierarchy of Needs,E X H I B I T 6,1,Lower-Order Needs,Needs that are satisfied externally;physiological and safety needs,Higher-Order Needs,Needs that are satisfied internally;social,esteem,and self-actualization needs,Self,Esteem,Social,Safety,Physiological,2007 Prentice Hall Inc.All rights reserved.,Assumptions of Maslows Hierarchy,Movement Up the Pyramid,Individuals cannot move to the next higher level until all needs at the current(lower)level are satisfied.,Maslow Application,A homeless person,will not be motivated to,meditate!,Individuals therefore must move up the hierarchy in order.,2007 Prentice Hall Inc.All rights reserved.,Theory X,Managers See Workers as,Disliking Work,Avoiding Responsibility,Having Little Ambition,Theory Y,Managers See Workers as,Enjoying Work,Accepting Responsibility,Self-Directed,Herzbergs,Two-Factor Theory,Bottom Line:Satisfaction and dissatisfaction are not opposites of the same thing!,Separate Constructs,Hygiene Factors,Extrinsic and Related to,Dissatisfaction,Motivation Factors,Intrinsic and Related to,Satisfaction,Hygiene Factors,Salary,Work Conditions,Company Policies,Motivators,Achievement,Responsibility,Growth,2007 Prentice Hall Inc.All rights reserved.,Comparison of Satisfiers and Dissatisfiers,Factors characterizing events on the job that led to extreme job dissatisfaction,Factors characterizing events on the job that led to extreme job satisfaction,E X H I B I T 6,2,Source:,Reprinted by permission of,Harvard Business Review,.An exhibit from,One More Time:How Do You Motivate Employees?,by Frederick,Herzberg,SeptemberOctober 1987.Copyright 1987 by the President and Fellows of Harvard College:All rights reserved.,2007 Prentice Hall Inc.All rights reserved.,Contrasting Views of Satisfaction and Dissatisfaction,E X H I B I T 6,3,2007 Prentice Hall Inc.All rights reserved.,David McClellands Theory of Needs,Need for Achievement,The drive to excel,to achieve in relation to a set of standards,to strive to succeed,Need for Affiliation,The desire for friendly and close personal relationships,Need for Power,The need to make others behave in a way that they would not have behaved otherwise,Bottom Line,Individuals have different levels of needs in each of these areas,and those levels will drive their behavior.,2007 Prentice Hall Inc.All rights reserved.,Matching High Achievers and Jobs,E X H I B I T 6,4,2007 Prentice Hall Inc.All rights reserved.,Cognitive Evaluation Theory,Cognitive Evaluation Theory,Providing an extrinsic reward for behavior that had been previously only intrinsically rewarding tends to decrease the overall level of motivation,The theory may be relevant only to jobs that are neither extremely dull nor extremely interesting.,Hint:,For this theory,think about how fun it is to read in the summer,but once reading is assigned to you for a grade,you dont want to do it!,2007 Prentice Hall Inc.All rights reserved.,E X H I B I T 6,5,What Would,Herzberg,Say?What Would Maslow Say?,2007 Prentice Hall Inc.All rights reserved.,Goal-Setting Theory(Edwin Locke),Basic Premise:,That,specific,and,difficult,goals,with,self-generated feedback,lead to higher performance.,But,the relationship between goals and performance will depend on:,Goal commitment,“I want to do it&I can do it”,Task characteristics(simple,well-learned),National culture,2007 Prentice Hall Inc.All rights reserved.,Goal Setting in Action:MBO Programs,M,anagement,B,y,O,bjectives Programs,Company wide goals and objectives,Goals aligned at all levels,Based on Goal Setting Theory,2007 Prentice Hall Inc.All rights reserved.,What Is MBO?,Key Elements,Goal specificity,Participative decision making,An explicit time period,Performance feedback,Management by Objectives(MBO),A program that encompasses specific goals,participatively,set,for an explicit time period,with feedback on goal progress,2007 Prentice Hall Inc.All rights reserved.,Cascading of Objectives,E X H I B I T 6,1,2007 Prentice Hall Inc.All rights reserved.,Linking MBO and Goal-Setting Theory,MBO,Goal-Setting Theory,Goal SpecificityYe
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