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1、Chapter 5/ Slide 1Copyright 2011 Pearson Canada Inc.Chapter 5Theories of Work MotivationChapter 5/ Slide 2Copyright 2011 Pearson Canada Inc.Learning Objectives1.Define motivation, discuss its basic properties, and distinguish it from performance.2.Compare and contrast intrinsic and extrinsic motivat
2、ion and describe self-determination theory.3.Explain and discuss the different factors that predict performance and define general cognitive ability and emotional intelligence.Chapter 5/ Slide 3Copyright 2011 Pearson Canada Inc.Learning Objectives (continued)4.Explain and discuss need theories of mo
3、tivation.5.Explain and discuss expectancy theory.6.Explain and discuss equity theory.7.Explain and discuss goal setting theory, goal orientation and different types of goals.Chapter 5/ Slide 4Copyright 2011 Pearson Canada Inc.Learning Objectives (continued)8. Discuss the cross-cultural limitations o
4、f theories of motivation.9. Summarize the relationship among the various theories of motivation, performance, and job satisfaction.Chapter 5/ Slide 5Copyright 2011 Pearson Canada Inc.Why Study Motivation? Why should you study motivation?It is one of the most traditional topics in organizational beha
5、viour.Motivation is especially important in contemporary organizations:Global competitivenessRapid changesFlexibilityAttention to customersChapter 5/ Slide 6Copyright 2011 Pearson Canada Inc.What Is Motivation? The extent to which persistent effort is directed toward a goal.The basic characteristics
6、 of motivation:EffortPersistence DirectionGoalsChapter 5/ Slide 7Copyright 2011 Pearson Canada Inc.Extrinsic and Intrinsic Motivation Experts in organizational behaviour distinguish between intrinsic and extrinsic motivation.What is the difference?Chapter 5/ Slide 8Copyright 2011 Pearson Canada Inc.
7、Intrinsic MotivationMotivation that stems from the direct relationship between the worker and the task and is usually self-applied.Examples include:Feelings of achievement, accomplishment, challenge, and competence derived from performing ones job, and the sheer interest in the job itself.Chapter 5/
8、 Slide 9Copyright 2011 Pearson Canada Inc.Extrinsic MotivationMotivation that stems from the work environment external to the task and is usually applied by others.Examples include:Pay, fringe benefits, company policies, and various forms of supervision.Some motivators have both extrinsic and intrin
9、sic qualities.Chapter 5/ Slide 10Copyright 2011 Pearson Canada Inc.Self-Determination TheoryA theory of motivation that considers whether peoples motivation is autonomous or controlled.Autonomous motivation occurs when people are self-motivated by intrinsic factors.Controlled motivation occurs when
10、people are motivated to obtain a desired consequence or extrinsic reward.Chapter 5/ Slide 11Copyright 2011 Pearson Canada Inc.Self-Determination Theory (continued)Extrinsic factors can lead to autonomous motivation.Autonomous motivation facilitates effective performance, especially on complex tasks.
11、Chapter 5/ Slide 12Copyright 2011 Pearson Canada Inc.Extrinsic versus Intrinsic MotivatorsSome evidence that the availability of extrinsic motivators can reduce the intrinsic motivation stemming from the task itself.This appears to occur under very limited conditions and is easily avoidable.Both kin
12、ds of rewards are important and compatible in enhancing work motivation.Chapter 5/ Slide 13Copyright 2011 Pearson Canada Inc.Motivation and PerformancePerformance refers to the extent to which an organizational member contributes to achieving the objectives of the organization.While motivation contr
13、ibutes to performance, the relationship is not one-to-one because a number of other factors also influence performance.Chapter 5/ Slide 14Copyright 2011 Pearson Canada Inc.Factors Contributing to Individual Job PerformanceChapter 5/ Slide 15Copyright 2011 Pearson Canada Inc.General Cognitive Ability
14、A persons basic information processing capacities and cognitive resources.General cognitive ability predicts learning, training success, and job performance in all kinds of jobs and occupations.It is an even better predictor of job performance for more complex and higher-level jobs.Chapter 5/ Slide
15、16Copyright 2011 Pearson Canada Inc.Emotional Intelligence (EI)The ability to understand and manage ones own and others feelings and emotions.Peter Salovey and John Mayer developed an EI model that consists of four interrelated sets of skills or branches.The four skills represent sequential steps th
16、at form a hierarchy.Chapter 5/ Slide 17Copyright 2011 Pearson Canada Inc.Salovey and Mayers Four-Branch Model of EIChapter 5/ Slide 18Copyright 2011 Pearson Canada Inc.Perceiving Emotions Accurately in Oneself and OthersThe ability to perceive emotions and to accurately identify ones own emotions and the emotions of others.The most basic level of EI and necessary to be able to perform the other steps in the model.Chapter 5/ Slide 19Copyright 2011 Pearson Canada Inc.Using Emotions to Facilitate T
