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1、Copyright 2005 Prentice Hall, Inc. All rights reserved.,161,L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.,What Is Motivation? Define motivation. Explain motivation as a need-satisfying process. Early Theories of Motivation Describe the five levels in
2、Maslows hierarchy and how Maslows hierarchy can be used in motivational efforts. Discuss how Theory X and Theory Y managers approach motivation. Describe Herzbergs motivation-hygiene theory. Explain Herzbergs views of satisfaction and dissatisfaction.,Copyright 2005 Prentice Hall, Inc. All rights re
3、served.,162,L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.,Contemporary Theories of Motivation Describe the three needs McClelland proposed as being present in work settings. Explain how goal-setting and reinforcement theories explain employee
4、motivation. Describe the job characteristics model as a way to design motivating jobs. Discuss the motivation implications of equity theory. Contrast distributive and procedural justice. Explain the three key linkages in expectancy theory and their role in motivation.,Copyright 2005 Prentice Hall, I
5、nc. All rights reserved.,163,L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.,Current Issues in Motivation Describe the cross-cultural challenges of motivation. Discuss the challenges managers face in motivating unique groups of workers. Describe
6、 open-book management and employee recognition, pay-for-performance, and stock option programs.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,164,What Is Motivation?,Motivation The processes that account for an individuals willingness to exert high levels of effort to reach organizational
7、goals, conditioned by the efforts ability to satisfy some individual need. Effort: a measure of intensity or drive. Direction: toward organizational goals Need: personalized reason to exert effort Motivation works best when individual needs are compatible with organizational goals.,Copyright 2005 Pr
8、entice Hall, Inc. All rights reserved.,165,What Is Motivation?,Need An internal state that makes certain outcomes appear attractive. An unsatisfied need creates tension which is reduced by an individuals efforts to satisfy the need. Early Theories of Motivation Maslows Hierarchy of Needs MacGregors
9、Theories X and Y Herzbergs Motivation-Hygiene Theory,Copyright 2005 Prentice Hall, Inc. All rights reserved.,166,Early Theories of Motivation,Maslows Hierarchy of Needs Theory Needs were categorized as five levels of lower- to higher-order needs. Individuals must satisfy lower-order needs before the
10、y can satisfy higher order needs. Satisfied needs will no longer motivate. Motivating a person depends on knowing at what level that person is on the hierarchy. Hierarchy of needs Lower-order (external): physiological, safety Higher-order (internal): social, esteem, self-actualization,Copyright 2005
11、 Prentice Hall, Inc. All rights reserved.,167,Early Theories of Motivation (contd),McGregors Theory X and Theory Y Theory X Assumes that workers have little ambition, dislike work, avoid responsibility, and require close supervision. Theory Y Assumes that workers can exercise self-direction, desire
12、responsibility, and like to work. Motivation is maximized by participative decision making, interesting jobs, and good group relations.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,168,Early Theories of Motivation (contd),Herzbergs Motivation-Hygiene Theory Job satisfaction and job dissat
13、isfaction are created by different factors. Hygiene factors: extrinsic (environmental) factors that create job dissatisfaction. Motivators: intrinsic (psychological) factors that create job satisfaction. Attempted to explain why job satisfaction does not result in increased performance. The opposite
14、 of satisfaction is not dissatisfaction, but rather no satisfaction.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,169,Contemporary Theories of Motivation,Three-Needs Theory Goal-Setting Theory Reinforcement Theory Designing Motivating Jobs Equity Theory Expectancy Theory,Copyright 2005 Pr
15、entice Hall, Inc. All rights reserved.,1610,Motivation and Needs,Three-Needs Theory There are three major acquired needs that are major motives in work. Need for achievement (nAch) The drive to excel and succeed Need for power (nPow) The need to influence the behavior of others Need of affiliation (
16、nAff) The desire for interpersonal relationships,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1611,Motivation and Goals,Goal-Setting Theory Proposes that setting goals that are accepted, specific, and challenging yet achievable will result in higher performance than having no or easy goals. Benefits of Participation in Goal-Setting Increases the acceptance of goals. Fosters commitment to difficult, public goals. Provides for self-feedback (internal locus of control) that guides behavi
