Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Copyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th edition,Chapter 7,Motivation Concepts,After studying this chapter,you should be able to:,Outline the motivation process,Describe Maslows need hierarchy,Differentiate motivators from hygiene factors,List the characteristics that high achievers prefer in a job,Summarise the types of goals that increase performance,Discuss ways self-efficacy can be increased,State the impact of under-rewarding employees.,Clarify key relationships in expectancy theory.,Explain how the contemporary theories of motivation complement each other.,Learning Objectives,Direction,Persistence,Intensity,What Is Motivation?,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?,Hierarchy of Needs Theory,There is a hierarchy of five needs:,physiological,safety,social,esteem,and self-actualisation;as each need is substantially satisfied,the next need becomes dominant.,Hierarchy of Needs Theory(Maslow),Self-Actualisation,The drive to become what one is capable of becoming,Lower-Order Needs,Needs that are satisfied externally;physiological and safety needs,Higher-Order Needs,Needs that are satisfied internally;social,esteem,and self-actualisation needs,Maslows Hierarchy of Needs,Physiological,Safety,Social,Esteem,Self actualisation,Exhibit 7.1,Movement Up the Pyramid,Individuals cannot move to the next higher level until all needs at the current(lower)level are satisfied,.,Individuals therefore must move up the hierarchy in order.,Maslow Application,A homeless person will not be motivated to meditate.,Assumptions of Maslows Hierarchy,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,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,Herzbergs Two-Factor Theory,Exhibit 7.2,Comparison of Satisfiers and,Dissatisfiers,Contrasting Views of Satisfaction and Dissatisfaction,Exhibit 7.3,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 behaviour.,David McClellands Theory of Needs,Matching High Achievers and Jobs,Cognitive Evaluation Theory,Providing an extrinsic reward for behaviour 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 much fun it is to read on vacation,but once reading is assigned to you for a grade,you dont want to do it!,Cognitive Evaluation Theory,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,Goal Setting in Action:MBO Programs,Management By Objectives Programs,Company wide goals and objectives,Goals aligned at all levels,Based on Goal Setting Theory,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,What Is MBO?,Cascading of Objectives,Exhibit 7.4,MBO,Goal-Setting Theory,Goal SpecificityYesYes,Goal DifficultyYesYes,FeedbackYesYes,ParticipationYesNo(qualified),Linking MBO and Goal-Setting Theory,Unrealistic expectations about MBO results,Lack of commitment by top management,Failure to allocate reward properly,Cultural incompatibilities,Why MBOs Fail,Self-Efficacy,Self Efficacy:,An individuals feeling that s/he can complete a task(e.g.I know I can!),Enhances probability that goals will be achieved,Not to be confused with:,Self-esteem,which is:,Individuals degree of liking or disliking themselves,Joint effects of goals and self-efficacy on performance,Exhibit 7.5,Four Ways of Increasing Self-efficacy(Bandura),Enactive