Exploring management 3rd ch13

Human Needs and Job Design • Maslow described a hierarchy of needs topped by self-actualization • Alderfer’s ERG theory deals with existence, relatedness and growth needs • McClelland id

Chapter 13

Motivation

EXPLORING MANAGEMENT

Human Needs and Job Design

• Maslow described a hierarchy of needs topped by self-actualization

• Alderfer’s ERG theory deals with

existence, relatedness and growth needs

• McClelland identified acquired needs for achievement, power and affiliation

• Herzberg’s two-factor theory focuses on higher-order need satisfaction

• The core characteristics model integrates motivation and job design

HUMAN NEEDS

Maslow’s Hierarchy

• Motivation – level, direction and

persistence of effort expended at work

• Maslow’s hierarchy

– Needs

• Unfulfilled desires that stimulate people to act

– Lower order needs

• Physiological, safety and social needs

– Higher order needs

• Esteem and self-actualization

HUMAN NEEDS

Maslow’s Hierarchy

HUMAN NEEDS

Alderfer’s ERG Theory

• Alderfer’s ERG Theory

Existence Needs

Existence Needs

are desires for physiological and material well-being Relatedness needs are desires for satisfying interpersonal relationships

Relatedness Needs

Relatedness Needs

are desires for satisfying interpersonal relationships

Growth Needs

Growth Needs

are desires for continued psychological growth and

development

HUMAN NEEDS

McClelland’s Acquired Needs

• Three acquired needs that vary in strength among people

Need for Achievement

• is the desire

to do something better, to solve problems, or

to master complex tasks

Need for Power

• is the desire

to control, influence, or

be responsible for other people

Need for Affiliation

• Is the desire

to establish and maintain good

relations with other people.

HUMAN NEEDS

McClelland’s Acquired Needs

• Two forms of need for power

– Need for personal power

– Need for social power

HUMAN NEEDS

Herzberg Two-Factor Theory

needs to a job by adding

opportunities for planning

and controlling work

JOB DESIGN

Core Characteristics Model

Five Core Job Characteristics

Skill variety Task identity Task significance

Autonomy Feedback from the job itself

JOB DESIGN

Core Characteristics Model

Thought Processes and Decisions

• Equity theory explains how social

comparisons motivate individual behavior

• Expectancy theory considers

motivation = expectancy x instrumentality x valence

• Goal-setting theory shows that

well-chosen and well-set goals can be

motivating

THOUGHT PROCESSES

Equity Theory

• Equity theory explains how social

comparisons can motivate individual behavior

– Perceived negative inequity

• Attempt to restore equity by working less or quitting

– Perceived positive inequity

• Attempt to restore equity

by extra effort

THOUGHT PROCESSES

Expectancy Theory

• Expectancy theory considers

motivation = expectancy x instrumentality x valence

be received as

a result of the performance?”

Valence

• “How highly

do I value work outcomes?”

THOUGHT PROCESSES

Expectancy Theory

THOUGHT PROCESSES

Goal Setting Theory

• Goal-setting theory shows that chosen and well-set goals can be motivating

Reinforcement

• Operant conditioning influences behavior

by controlling its consequences

• Positive reinforcement connects desirable behavior with pleasant consequences

• Punishment connects undesirable

behavior with unpleasant consequences

Law of Effect

• The law of effect states that behavior

followed by a pleasant consequence is

likely to be repeated; behavior followed by

an unpleasant consequence is unlikely to

be repeated

Operant Conditioning

• Operant Conditioning – B F Skinner

– Influences behavior by controlling its

Negative Reinforcement

• Negative reinforcement

– Unpleasant consequence is avoided if

desirable behavior is exhibited

• Extinction

– Desired consequence is removed if

undesirable behavior is exhibited

• Punishment

– Discourages a behavior by making an

unpleasant consequence contingent on its occurrence

Operant Conditioning

Positive Reinforcement

• Positive reinforcement connects desirable behavior with pleasant consequences

– Law of contingent reinforcement

• Reward only when desirable behavior is demonstrated

– Law of immediate reinforcement

• Reward immediately after the desirable behavior is demonstrated

Positive Reinforcement

• Shaping

– Creating a new behavior by positive

reinforcement of similar behaviors