Motivation in Organizations Chapter 7 7-1 Copyright © 2011 Pearson Education, Inc.. Describe need hierarchy theory and the motivational-fit approach, noting what each suggests about ho
Trang 1Motivation in Organizations
Chapter 7
7-1
Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall
Trang 2Learning Objectives
1 Define motivation and explain its importance
in the field of organizational behavior.
2 Describe need hierarchy theory and the
motivational-fit approach, noting what each
suggests about how to improve motivation in
organizations.
3 Identify and explain the conditions through
which goal setting can be used to improve job
performance.
Trang 3Learning Objectives
4 Describe equity theory and how it may be
applied to motivating people in organizations.
5 Describe expectancy theory and how it may
be applied in organizations.
6 Distinguish among job enlargement, job
enrichment, and the job characteristics model
as techniques for motivating employees.
7-3
Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall
Trang 4The set of processes that arouse, direct,
and maintain human behavior toward
attaining some goal.
Trang 5Motivation Components
7-5
Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall
Trang 6Motivation Key Points
Motivation and job performance are not
synonymous
Motivation in multifaceted
People are motivated by more than just
money
Trang 7Need Hierarchy Theory
(Maslow)
7-7
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Trang 8Motivational Fit Approach
Trang 9Goal Setting Theory
7-9
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Trang 10Goal Setting Guidelines
Assign specific goals
Assign difficult, but acceptable,
performance goals
• Vertical stretch goals
• Horizontal stretch goals
Provide feedback on goal
attainment
Trang 11Equity Theory
7-11
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Trang 12Equity Theory
Trang 13Managerial Implications
Avoid underpayment
Avoid overpayment
Be honest and open with employees
7-13
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Trang 14Expectancy Theory
Trang 15Other Job Performance
Determinants
Skills and abilities
Role perceptions
Opportunities to perform
7-15
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Trang 16Managerial Implications
Clarify people’s expectancies that effort
will lead to performance
Administer rewards that are positively
valent to employees
Clearly link valued rewards and
performance
• Incentive stock option
Trang 17Structuring Interesting Jobs
7-17
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Trang 18Job Characteristics Model
Trang 19Managerial Implications
7-19
Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall
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