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1、Copyright 2005PrenticeHall Inc Allrightsreserved Copyright 2005PrenticeHall Inc Allrightsreserved Copyright 2005PrenticeHall Inc Allrightsreserved 16 2 LEARNINGOUTLINEFollowthisLearningOutlineasyoureadandstudythischapter WhatIsMotivation Definemotivation Explainmotivationasaneed satisfyingprocess Ea
2、rlyTheoriesofMotivationDescribethefivelevelsinMaslow shierarchyandhowMaslow shierarchycanbeusedinmotivationalefforts DiscusshowTheoryXandTheoryYmanagersapproachmotivation DescribeHerzberg smotivation hygienetheory ExplainHerzberg sviewsofsatisfactionanddissatisfaction Copyright 2005PrenticeHall Inc
3、Allrightsreserved 16 3 LEARNINGOUTLINE cont d FollowthisLearningOutlineasyoureadandstudythischapter ContemporaryTheoriesofMotivationDescribethethreeneedsMcClellandproposedasbeingpresentinworksettings Explainhowgoal settingandreinforcementtheoriesexplainemployeemotivation Describethejobcharacteristic
4、smodelasawaytodesignmotivatingjobs Discussthemotivationimplicationsofequitytheory Contrastdistributiveandproceduraljustice Explainthethreekeylinkagesinexpectancytheoryandtheirroleinmotivation Copyright 2005PrenticeHall Inc Allrightsreserved 16 4 LEARNINGOUTLINE cont d FollowthisLearningOutlineasyour
5、eadandstudythischapter CurrentIssuesinMotivationDescribethecross culturalchallengesofmotivation Discussthechallengesmanagersfaceinmotivatinguniquegroupsofworkers Describeopen bookmanagementandemployeerecognition pay for performance andstockoptionprograms Copyright 2005PrenticeHall Inc Allrightsreser
6、ved 16 5 WhatIsMotivation MotivationTheprocessesthataccountforanindividual swillingnesstoexerthighlevelsofefforttoreachorganizationalgoals conditionedbytheeffort sabilitytosatisfysomeindividualneed Effort ameasureofintensityordrive Direction towardorganizationalgoalsNeed personalizedreasontoexerteff
7、ortMotivationworksbestwhenindividualneedsarecompatiblewithorganizationalgoals Copyright 2005PrenticeHall Inc Allrightsreserved 16 6 WhatIsMotivation NeedAninternalstatethatmakescertainoutcomesappearattractive Anunsatisfiedneedcreatestensionwhichisreducedbyanindividual seffortstosatisfytheneed EarlyT
8、heoriesofMotivationMaslow sHierarchyofNeedsMacGregor sTheoriesXandYHerzberg sMotivation HygieneTheory Copyright 2005PrenticeHall Inc Allrightsreserved 16 7 EarlyTheoriesofMotivation Maslow sHierarchyofNeedsTheoryNeedswerecategorizedasfivelevelsoflower tohigher orderneeds Individualsmustsatisfylower
9、orderneedsbeforetheycansatisfyhigherorderneeds Satisfiedneedswillnolongermotivate Motivatingapersondependsonknowingatwhatlevelthatpersonisonthehierarchy HierarchyofneedsLower order external physiological safetyHigher order internal social esteem self actualization Copyright 2005PrenticeHall Inc Allr
10、ightsreserved 16 8 EarlyTheoriesofMotivation cont d McGregor sTheoryXandTheoryYTheoryXAssumesthatworkershavelittleambition dislikework avoidresponsibility andrequireclosesupervision TheoryYAssumesthatworkerscanexerciseself direction desireresponsibility andliketowork Motivationismaximizedbyparticipa
11、tivedecisionmaking interestingjobs andgoodgrouprelations Copyright 2005PrenticeHall Inc Allrightsreserved 16 9 EarlyTheoriesofMotivation cont d Herzberg sMotivation HygieneTheoryJobsatisfactionandjobdissatisfactionarecreatedbydifferentfactors Hygienefactors extrinsic environmental factorsthatcreatej
12、obdissatisfaction Motivators intrinsic psychological factorsthatcreatejobsatisfaction Attemptedtoexplainwhyjobsatisfactiondoesnotresultinincreasedperformance Theoppositeofsatisfactionisnotdissatisfaction butrathernosatisfaction Copyright 2005PrenticeHall Inc Allrightsreserved 16 10 ContemporaryTheor
13、iesofMotivation Three NeedsTheoryGoal SettingTheoryReinforcementTheoryDesigningMotivatingJobsEquityTheoryExpectancyTheory Copyright 2005PrenticeHall Inc Allrightsreserved 16 11 MotivationandNeeds Three NeedsTheoryTherearethreemajoracquiredneedsthataremajormotivesinwork Needforachievement nAch Thedri
14、vetoexcelandsucceedNeedforpower nPow TheneedtoinfluencethebehaviorofothersNeedofaffiliation nAff Thedesireforinterpersonalrelationships Copyright 2005PrenticeHall Inc Allrightsreserved 16 12 MotivationandGoals Goal SettingTheoryProposesthatsettinggoalsthatareaccepted specific andchallengingyetachiev
15、ablewillresultinhigherperformancethanhavingnooreasygoals BenefitsofParticipationinGoal SettingIncreasestheacceptanceofgoals Fosterscommitmenttodifficult publicgoals Providesforself feedback internallocusofcontrol thatguidesbehaviorandmotivatesperformance self efficacy Copyright 2005PrenticeHall Inc
16、Allrightsreserved 16 13 MotivationandBehavior ReinforcementTheoryAssumesthatadesiredbehaviorisafunctionofitsconsequences isexternallycaused andifreinforced islikelytoberepeated Positivereinforcementispreferredforitslong termeffectsonperformanceIgnoringundesiredbehaviorisbetterthanpunishmentwhichmaycreateadditionaldysfunctionalbehaviors Copyright 2005PrenticeHall Inc Allrightsreserved 16 14 DesigningMotivatingJobs JobDesignThewayintowhichtaskscanbecombinedtoformcompletejobs Factorsinfluencingjobd
